Which statement best describes the Sprint Backlog as the output of the Sprint Planning?
(choose the best answer)
It is a complete list of all work to be done in a Sprint.
Every item has a designated owner.
Each task is estimated in hours.
It is the Developers plan for the Sprint.
It is ordered by the Product Owner.
The Sprint Backlog is the output of the Sprint Planning, where the Developers select the Product Backlog items that they can deliver in the Sprint and create a plan for how to do the work. The Scrum Guide states that " The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how). " 1 The Sprint Backlog is owned and managed by the Developers, who can update it throughout the Sprint as more is learned. The Sprint Backlog makes visible all the work that the Developers identify as necessary to meet the Sprint Goal.1
1: The Scrum Guide2, page 15
2: The Scrum Guide
What is the timebox for the Sprint Review?
(choose the best answer)
2 hours for a one-month Sprint.
1 day.
4 hours for a one-month Sprint.
As long as needed.
The timebox for the Sprint Review is four hours for a one-month Sprint. This is because:
The Sprint Review is an event where the Scrum Team and stakeholders inspect the Increment and adapt the Product Backlog if needed. The purpose of the Sprint Review is to elicit feedback and foster collaboration.
The timebox for each Scrum event is proportional to its frequency and duration. A one-month Sprint corresponds to a maximum calendar month.
The timebox for a one-month Sprint Review is four hours. For shorter Sprints, it is usually shorter.
The timebox ensures that there is enough time to inspect what has been done in relation to what could be done next and make any necessary adaptations to optimize value.
Other options, such as two hours for a one-month Sprint, one day, or as long as needed, are not valid answers as they do not reflect the correct timebox for the Sprint Review.
A Scrum Master is working with a Scrum Team that has Developers in different physical
locations. The Developers meet in a variety of meeting rooms and have much to do logistically
(for example: reserve meeting rooms and set up conference calls) before the Daily Scrum.
What action should the Scrum Master take?
(choose the best answer)
Allow the Developers to self-manage and determine for themselves what to do.
Ask the Developers to alternate who is responsible for meeting setup.
Set up the meeting and tell the Scrum Team that is how it will be done.
Inform management and ask them to solve it.
The Scrum Master should allow the Developers to self-manage and determine for themselves what to do because:
It respects the autonomy and empowerment of the Developers. The Developers are accountable for organizing and managing their own work, and they are the best people to decide how to conduct their Daily Scrum. The Scrum Master should not impose or dictate how the meeting should be set up or run, as that would undermine the self-organization and collaboration of the Developers.
It supports the continuous improvement and adaptation of the Developers. The Developers are expected to inspect and adapt their process and practices, and to find ways to overcome any challenges or impediments they face. The Scrum Master should not solve the problems for them, but rather facilitate their problem-solving and learning abilities.
It aligns with the role and responsibilities of the Scrum Master. The Scrum Master is responsible for promoting and supporting Scrum, and for helping everyone understand and enact Scrum theory, values, principles, and practices. The Scrum Master is not a manager or a leader of the Developers, but rather a servant-leader who enables them to work effectively.
Who is on the Scrum Team?
(choose all that apply)
Scrum Master.
Product Owner.
Developers.
Project Manager.
None of the above.
The Scrum Team consists of one Scrum Master, one Product Owner, and Developers. Within a Scrum Team, there are no sub-teams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time, the Product Goal. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for creating and communicating a vision, ordering the Product Backlog, and ensuring that the best possible job is done to delight customers. The Developers are the people in the Scrum Team that are committed to delivering a “Done” Increment that meets the Definition of Done and the Sprint Goal. They are responsible for managing and organizing their work within the Sprint, collaborating with the Product Owner and the Scrum Master, and applying their skills and creativity to create a product that delivers value to the stakeholders and customers. A Project Manager is not a role in the Scrum Team, as Scrum does not recognize titles for Developers, regardless of the work being performed by the person. There is no need for a Project Manager, as the Scrum Team is self-managing and accountable for delivering value.
The Scrum Guide
The Scrum Team
Professional Scrum Product Owner™ I Certification
Who is responsible for the sizing of Product Backlog items?
(choose the best answer)
The Product Owner with input from the Developers.
The Scrum Master.
The Developers, alone.
The Developers after clarifying requirements with the Product Owner.
The most senior people in the organization, including architects and subject matterexperts.
According to Scrum.org, the Developers who will be doing the work are responsible for the sizing of Product Backlog items1.The Product Owner may influence the Developersby helping them understand and select trade-offs1.This implies that the Developers size the items after clarifying requirements with the Product Owner1.
Which of the following are the Developers accountable for?
(choose the best two answers)
Organizing the work required to meet the Sprint Goal.
Selecting the Product Owner.
Reporting productivity.
Creating a plan for the Sprint, the Sprint Backlog.
The Developers are the people in the Scrum Team who are committed to creating any aspect of a usable Increment each Sprint. The Developers are accountable for organizing and managing their work.Only the Developers can decide how to perform the work during the Sprint1. The Developers plan the work necessary to create an Increment that meets the Definition of Done during the Sprint Planning event. This is often done by decomposing Product Backlog items into smaller work items of one day or less. How this is done is at the sole discretion of the Developers.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 Developers are responsible for creating and maintaining the Sprint Backlog1.The Developers are not accountable for selecting the Product Owner, reporting productivity, or any other activities that are not related to creating a Done Increment that meets the Sprint Goal123.References:
Scrum Guide
What is a Developer?
Who Determines How Work Is Performed During The Sprint?
[What is Sprint Planning?]
True or False: The Product Owner makes sure the correct stakeholders are invited to the Sprint Retrospective. They might have important instructions for team improvements.
True
False
It is not true that the Product Owner makes sure the correct stakeholders are invited to the Sprint Retrospective. They might have important instructions for team improvements. This is because:
The Sprint Retrospective is an event where the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. The purpose of the Sprint Retrospective is to plan ways to improve quality and effectiveness.
The Sprint Retrospective is an internal event for the Scrum Team only. It is a safe and confidential space where the Scrum Team can openly and honestly reflect on their strengths and weaknesses, and identify actions to improve their performance and collaboration.
The stakeholders are not invited to the Sprint Retrospective. They do not have a say in how the Scrum Team works or what they should improve. The stakeholders can provide feedback and suggestions to the Scrum Team in other events, such as the Sprint Review or the Product Backlog refinement sessions.
The Product Owner is a member of the Scrum Team who is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.
The Product Owner does not make sure the correct stakeholders are invited to the Sprint Retrospective. They might have important instructions for team improvements. This would violate the self-management and autonomy of the Scrum Team and undermine their trust and empowerment.
Which statement best describes the Sprint Review?
(choose the best answer)
It is a mechanism to control the Developers activities during a Sprint.
It is used to congratulate the Developers if they complete their forecast or to punishthe Developers if they fail to meet their forecast.
It is when the Scrum Team and stakeholders inspect the outcome of a Sprint andfigure out what to do next.
It is a demo at the end of the Sprint for everyone in the organization to check on thework done.
A sprint review is a collaborative event where the Scrum Team and stakeholders inspect the outcome of a Sprint and determine future adaptations12. It is not a mechanism to control, reward, or punish the Developers, nor is it just a demo of the work done.
True or False: A high-performance Scrum Team ensures that each Increment is complete by running a Release Sprint.
True
False
The concept of a “Release Sprint” is not found in the Scrum Guide or the Professional Scrum Product Owner™ (PSPO I) materials. Scrum does not require a separate Sprint for releasing an Increment. According to Scrum, each Increment must be usable and potentially releasable at the end of every Sprint, which means the product should be in a releasable state irrespective of whether the Product Owner decides to release it or not. The idea of a Release Sprint is not aligned with Scrum’s principle of continuous delivery and the definition of “Done”.
The Scrum Guide and the Professional Scrum Product Owner™ (PSPO I) study materials emphasize the importance of the Increment being releasable after every Sprint without the need for an additional Release Sprint12.
Your management has asked you to take the lead in the development of a new product. Six teams new to Scrum will build this product.
You have gathered a number of requirements and ideas into an early form of a Product Backlog. How would you minimize dependencies between the Scrum Teams?
(choose the best answer)
You create an independent Product Backlog per Scrum Team.
You divide Product Backlog items among the six Product Owners.
You identify the dependencies and re-order the Product Backlog for the other fiveProduct Owners.
You work with the Developers on how to best analyze and break apart the work.
You raise this as an impediment with the Scrum Master.
The best way to minimize dependencies between the Scrum Teams is to work with the Developers on how to best analyze and break apart the work. This is because:
The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.
The Developers are cross-functional, meaning they have all the skills and competencies needed to accomplish the work without depending on others who are not part of the team.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.
The Product Owner is the sole person responsible for managing the Product Backlog, which is an emergent, ordered list of what is needed to improve the product. They must ensure that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it.
The Product Owner and the Developers must collaborate closely throughout the Sprint to ensure that they have a shared understanding of what they are building and why. The Product Owner must provide clarifications, feedback, and guidance to the Developers as needed to help them create a valuable Increment.
When there are multiple teams working on one product, it is important to minimize dependencies between them to avoid delays, conflicts, or waste. Dependencies may arise due to technical, functional, or organizational factors that affect how the teams can deliver value independently and effectively.
To minimize dependencies, the Product Owner should work with the Developers on how to best analyze and break apart the work into smaller and more manageable pieces that can be delivered by each team without relying on others. This may involve applying techniques such as feature slicing, component splitting, or domain-driven design. The Product Owner should also communicate and coordinate with other Product Owners and stakeholders to align expectations and priorities across teams.
Other options, such as creating an independent Product Backlog per Scrum Team, dividing Product Backlog items among six Product Owners, identifying the dependencies and re-ordering the Product Backlog for the other five Product Owners, or raising this as an impediment with the Scrum Master, are not valid answers as they do not reflect how to minimize dependencies between the Scrum Teams or how to apply the Scrum values and principles.
When should the Product Owner update the project plan?
(choose the best answer)
Before the Sprint Planning to know how much work will have to be done in the Sprint.
The Product Backlog is the plan in Scrum. It is updated as new information and insights emerge.
After the Daily Scrum to ensure an accurate daily overview of project progress.
The project plan must be updated prior to the Sprint Retrospective.
The Product Owner is responsible for managing and refining the Product Backlog, which is the single source of truth for the plan of the product development. The Product Backlog is a living artifact that changes as the product and the market evolve. The Product Owner updates the Product Backlog continuously based on feedback, learning, and stakeholder needs. There is no separate project plan document in Scrum.
[Scrum Guide], section 3.1: “The Product Backlog is an emergent, ordered list of what is needed to improve the product.”
[Professional Scrum Product Owner], chapter 5: “The Product Backlog represents everything necessary to develop and launch a successful product.”
[What is a Product Backlog?]: “The Product Backlog is a list of all things that need to be done within the project.”
What is the Product Owner responsible for during the Sprint Retrospective?
(choose the best answer)
Summarizing and reporting the discussions to the stakeholders that they represent inthe Scrum Team.
The Product Owner should not take part in Sprint Retrospective.
Participating as a Scrum Team member.
Capturing requirements for the Product Backlog.
A product ' s success is measured by:
(choose the best three answers)
The impact on cost.
The impact on my performance rating.
The impact on revenue.
The impact on my boss ' s mood.
The delivery of upfront defined scope compared to the upfront planned time.
The impact on customer satisfaction.
A product’s success is measured by the value it delivers to the customers and the organization. The impact on cost, revenue, and customer satisfaction are three important indicators of value. The Scrum Guide states that " The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. " 1 The Product Owner should consider the cost of developing and maintaining the product, the revenue generated by the product, and the satisfaction of the customers and users who use the product. These factors help the Product Owner to prioritize the Product Backlog, define the Product Goal, and collaborate with the stakeholders.
1: The Scrum Guide2, page 6
2: The Scrum Guide
A Product Backlog is:
(choose the best three answers)
An exhaustive list of upfront approved requirements to be implemented.
Managed by the Product Owner.
An inventory of things to be done for the Product.
Ordered based on priority, value, dependencies, and risk.
Only visible to the Product Owner and stakeholders.
A Product Backlog is:
Managed by the Product Owner. The Product Owner is the sole person responsible for managing the Product Backlog, which is an emergent, ordered list of what is needed to improve the product. They must ensure that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it.
An inventory of things to be done for the Product. The Product Backlog contains all the features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases. The Product Backlog items have a description, an order, an estimate, and a value.
Ordered based on priority, value, dependencies, and risk. The Product Owner orders the Product Backlog items based on various factors that affect their importance and urgency for the product. These may include customer needs, business value, stakeholder feedback, technical dependencies, or market opportunities.
Other options, such as an exhaustive list of upfront approved requirements to be implemented or only visible to the Product Owner and stakeholders, are not valid descriptions of a Product Backlog. They may reflect a misunderstanding of what a Product Backlog is or how Scrum works.
What is a Product Owner typically responsible for during a Sprint?
(choose the best two answers)
Attending every Daily Scrum to answer questions about the Sprint Backlogitems.
Creating financial reporting upon the spent hours reported by the Developers.
Nothing.
Updating the work plan for the Developers on a daily basis.
Collaborating with stakeholders, users, and customers.
Working with the Scrum Team on Product Backlog refinement.
The Product Owner is typically responsible for collaborating with stakeholders, users, and customers to understand their needs and expectations, and to validate the value of the product. The Product Owner is also responsible for working with the Scrum Team on Product Backlog refinement, which is the act of adding detail, estimates, and order to Product Backlog items.1 These two responsibilities help the Product Owner to maximize the value of the product and the work of the Developers.
1: The Scrum Guide2, page 18
2: The Scrum Guide
Who owns the Sprint Backlog?
(choose the best answer)
The Scrum Master.
The Scrum Team.
The Product Owner.
The Developers.
According to Scrum.org, the Developers own the Sprint Backlog12.The Sprint Backlog is a plan by and for the Developers1.It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal1.Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned1.
Who does the work to make sure Product Backlog items conform to the Definition of Done?
(choose the best answer)
The Product Owner.
The Quality Assurance Team.
The Scrum Team.
The Developers.
The Scrum Master.
The work to make sure Product Backlog items conform to the Definition of Done is done by the Developers. This is because:
The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a shared understanding among the Scrum Team and the stakeholders of what “Done” means for any Product Backlog item that is selected for a Sprint.
The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.
Other options, such as the Product Owner, the Quality Assurance Team, the Scrum Team, or the Scrum Master, are not responsible for making sure Product Backlog items conform to the Definition of Done. They may have different roles and accountabilities in Scrum, but they do not do the actual work of creating a “Done” Increment.
Which statement best describes a Product Owner ' s responsibility?
(choose the best answer)
Ensuring that the work meets the commitments to the stakeholders.
Maximizing the value of the work the Scrum Team does.
Keep stakeholders from distracting the Developers.
Directing the Developers.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for creating and communicating a vision, ordering the Product Backlog, and ensuring that the best possible job is done to delight customers. The Product Owner does not manage the Developers, but collaborates with them and the Scrum Master to optimize the value delivery. The Product Owner does not ensure that the work meets the commitments to the stakeholders, but rather that the work delivers value to the stakeholders. The Product Owner does not keep stakeholders from distracting the Developers, but rather engages them and manages their expectations.
Professional Scrum Product Owner™ I Certification
[The Scrum Guide]
[The Product Owner]
You are the Scrum Master of a new, to be developed Product. Development is going to require
45 people. What is a good first question for you to suggest the group thinks about when forming into teams?
(choose the best answer)
What is the right mixture of senior and junior people on each team?
Who are the subject matter experts on each team?
Who are going to be the team leads?
How will we make sure all teams have the right amount of expertise?
When forming a Scrum team, it is important to ensure that the team has all the skills and knowledge necessary to deliver a working product12. The Scrum team should be cross-functional and self-managing, without relying on external experts or team leads34. Therefore, the question of how to make sure all teams have the right amount of expertise is a good first question to consider when forming into teams.
Who can cancel a Sprint?
(choose the best answer)
The Scrum Team.
The Scrum Master
The Product Owner.
The Stakeholders.
The Product Owner is the sole person responsible for managing the Product Backlog and ensuring that the value of the work the Scrum Team performs is understood by everyone involved.The Product Owner is the only person who can cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master1. A Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances.But, due to the short duration of Sprints, cancellation rarely makes sense1.References:
Scrum Guide
Sprint Cancellation
Can Scrum Master cancel a sprint?
A Scrum Team has been working on a product for 9 Sprints. A new Product Owner who is new to Scrum joins the team and understands she is accountable for the Product Backlog. However, she is unsure about the purpose of the Product Backlog. She has read that the Product Backlog
should be a list of all user features for the product. She goes to the Scrum Master asking where to put the other types of requirements that are going to be taken into account. Are all of the following types of requirements acceptable on a Product Backlog?
• Stability requirements
• Performance requirements
• Product Functionality
• Documentation
• Fixes
(choose the best answer)
Yes, they all belong on the Product Backlog. The Product Backlog is supposed to be the " single source of truth " for all the work for the product.
No. Product Backlog is a tool for the Product Owner. The Product Owner represents the users and stakeholders. Other types of requirements should be managedseparately by the Developers. They are not the Product Owner ' s concern.
The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product.
All types of requirements are acceptable on a Product Backlog, as long as they are aligned with the product vision and goals, and they are transparent, clear, and valuable. The Product Backlog can include stability requirements, performance requirements, product functionality, documentation, fixes, or any other aspects that contribute to the quality and usability of the product.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
As the Developers start work during the Sprint, they realize they have selected too much work to finish in the Sprint. What should they do?
(choose the best answer)
Find another Scrum Team to give the excess work to.
As soon as possible in the Sprint, work with the Product Owner to remove some work or Product Backlog items.
Inform the Product Owner at the Sprint Review, but prior to the demonstration.
Reduce the Definition of Done and get all of the Product Backlog items done by the new definition.
This is the best answer because it respects the Scrum values of openness, commitment, and focus. The Developers should be transparent about their progress and collaborate with the Product Owner to adjust the Sprint scope accordingly. The Product Owner is responsible for maximizing the value of the product and the work of the Developers, so he or she should be involved in any decisions that affect the Sprint Goal and the Product Backlog. References:
Scrum Guide, page 10: “If the work turns out to be different than the Developers expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.”
Scrum Guide, page 11: “The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.”
Why does the Product Owner want the Developers to adhere to its Definition of Done?
(choose the best answer)
To predict the team ' s productivity over time.
To have complete transparency into what has been done at the end of each Sprint.
To know what the team will deliver over the next three Sprints.
To be able to reprimand the team when they do not meet their velocity goal for the Sprint.
The Product Owner wants the Developers to adhere to its Definition of Done to have complete transparency into what has been done at the end of each Sprint. This is because:
The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a shared understanding among the Scrum Team and the stakeholders of what “Done” means for any Product Backlog item that is selected for a Sprint.
The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They must inspect the Increment at the end of each Sprint and assess how it delivers value and contributes to the Product Goal.
Having a clear and consistent Definition of Done helps the Product Owner have complete transparency into what has been done at the end of each Sprint. It also helps them make informed decisions about releasing, adapting, or continuing the product development.
Other options, such as predicting the team’s productivity over time, knowing what the team will deliver over the next three Sprints, or reprimanding the team when they do not meet their velocity goal for the Sprint, are not valid reasons for wanting the Developers to adhere to its Definition of Done. They may reflect a misunderstanding of what a Definition of Done is or how Scrum works.
When is the Sprint Backlog created?
(choose the best answer)
Prior to Sprint Planning.
During refinement.
During the Sprint Retrospective.
During Sprint Planning.
The Sprint Backlog is created during Sprint Planning, where the Developers select the Product Backlog items that they can deliver in the Sprint and create a plan for how to do the work. The Scrum Guide states that " The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how). " 1 The Sprint Backlog is owned and managed by the Developers, who can update it throughout the Sprint as more is learned.
1: The Scrum Guide2, page 15
2: The Scrum Guide
One of the Scrum events is the Daily Scrum. What are two intended outcomes of the Daily
Scrum?
(choose the best two answers)
An update of completed tasks and of the remaining work so the Scrum Mastercan plan the next day.
An updated Scrum board to make Sprint progress transparent for thestakeholders.
A status report for the upper management indicating what each individual hasdone, will be doing, and what is impeding him/her.
Identification of impediments that may prevent the Developers from achievingthe Sprint Goal.
A shared understanding of the most important work to be undertaken next toachieve the best possible progress toward the Sprint goal.
The Daily Scrum is a 15-minute event for the Developers to synchronize activities and create a plan for the next 24 hours. This meeting is designed to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary. The intended outcomes are to identify any impediments that may prevent the Developers from achieving the Sprint Goal (D) and to foster a shared understanding among the Developers of what work is most important to undertake next in order to make the best possible progress toward the Sprint Goal (E). It is not a status update meeting for the Scrum Master or upper management, nor is it primarily about updating Scrum boards for stakeholder transparency.
The Scrum Guide and the resources provided by Scrum.org on the Daily Scrum emphasize these outcomes as essential to the effectiveness of the Daily Scrum event12.
Which of the following practices might help the Product Owner minimize waste in developing
and sustaining the Product Backlog?
(choose the best two answers)
Avoid distracting the Scrum Team by maintaining newly gathered ProductBacklog items in a separate Product Backlog until they are fully understood.
Hand off ownership of the Product Backlog to someone else.
Remove items from the Product Backlog that have not been addressed in a longtime.
Only fully describe Product Backlog items when it seems likely they will beimplemented.
The practices that might help the Product Owner minimize waste in developing and sustaining the Product Backlog are:
Remove items from the Product Backlog that have not been addressed in a long time. This helps keep the Product Backlog relevant, concise, and focused on delivering value. Items that have not been addressed in a long time may indicate that they are not important, feasible, or desirable anymore. They may also clutter or confuse the Product Backlog and make it harder to order and prioritize.
Only fully describe Product Backlog items when it seems likely they will be implemented. This helps avoid spending too much time or effort on items that may change or be discarded later. Items that are likely to be implemented soon should have more detail and precision than items that are further away or uncertain. The level of detail and precision required for each item depends on its order, size, and complexity.
Other options, such as avoiding distracting the Scrum Team by maintaining newly gathered Product Backlog items in a separate Product Backlog until they are fully understood or handing off ownership of the Product Backlog to someone else, are not practices that might help minimize waste in developing and sustaining the Product Backlog. They may actually create more waste by reducing transparency, collaboration, alignment, or ownership.
What typically happens if the Product Backlog is not sufficiently clear at Sprint Planning?
(choose the best answer)
The Product Owner should select the Sprint Goal for the Scrum Team so that work can begin.
The Developers will find it difficult to create a Sprint forecast they are confident they can meet.
Nothing in particular.
The Scrum Master should not allow this to happen. Look for a new Scrum Master and re-start the Sprint.
Sprint Planning is canceled so refinement can be done first.
If the Product Backlog is not sufficiently clear at Sprint Planning, the Developers will find it difficult to create a Sprint forecast they are confident they can meet. This is because:
Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.
The Developers are accountable for creating a Sprint forecast, which is a selection of Product Backlog items that they intend to work on during the Sprint. The Sprint forecast should be realistic, achievable, and valuable.
The Product Owner is accountable for ensuring that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it. They must collaborate with the Developers and provide clarifications, feedback, and guidance on what items are most important and valuable for the product.
If the Product Backlog is not sufficiently clear at Sprint Planning, it means that there are items that are not well defined, ordered, or estimated. This may make it hard for the Developers to understand what they are supposed to build and why. It may also make it hard for them to estimate how much work they can do or how long it will take them to do it. This may result in a poor or inaccurate Sprint forecast that may affect the quality or value of the Increment.
Other options, such as the Product Owner selecting the Sprint Goal for the Scrum Team so that work can begin, nothing in particular happening, the Scrum Master not allowing this to happen or looking for a new Scrum Master and re-starting the Sprint, or Sprint Planning being canceled so refinement can be done first, are not valid answers as they do not reflect what typically happens or what should happen in Scrum.
Why is the Daily Scrum held at the same time and same place?
(choose the best answer)
The Product Owner demands it.
Rooms are hard to book and must be booked in advance.
The place can be named.
The consistency reduces complexity.
The Daily Scrum is held at the same time and same place because:
The consistency reduces complexity. By having a fixed time and place for the Daily Scrum, the Developers can avoid wasting time and energy on scheduling, logistics, or coordination issues. They can also establish a routine and a rhythm that helps them focus on their work and their Sprint Goal.
The consistency increases transparency. By having a fixed time and place for the Daily Scrum, the Developers can ensure that everyone is aware of when and where the meeting takes place, and that everyone has an opportunity to participate and share their progress, plans, and challenges. They can also invite other stakeholders or observers, if they find it useful, to provide feedback or support.
The consistency enhances collaboration. By having a fixed time and place for the Daily Scrum, the Developers can create a safe and comfortable space for them to communicate, interact, and collaborate with each other. They can also build trust, rapport, and accountability among themselves, and foster a sense of team spirit and ownership.
Who is accountable for tracking the remaining work toward the Sprint Goal?
(choose the best answer)
The Developers.
The Project Manager.
The Product Owner.
The Scrum Master.
The Developers are the ones who are accountable for tracking the remaining work toward the Sprint Goal. The Developers are self-managing and decide how much work they can do in a Sprint1. They also create and update the Sprint Backlog, which is the plan for how the Developers will achieve the Sprint Goal, and the single source of truth for the work to be done in the Sprint2. The Developers use the Daily Scrum to inspect their progress toward the Sprint Goal and adapt the Sprint Backlog as necessary[3][3] . The Product Owner, the Scrum Master, and the Project Manager (if any) do not have the accountability for tracking the remaining work toward the Sprint Goal, as this is the responsibility of the Developers.
How much time must a Product Owner spend with the Developers?
(choose the best answer)
Enough so that the Product Owner is confident the Increment will meet the intended value.
40%, or more if the stakeholders agree.
As much time as the Developers tell the Product Owner to be present.
100%
The Product Owner must spend enough time with the Developers so that they are confident the Increment will meet the intended value. This is because:
The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They must inspect the Increment at the end of each Sprint and assess how it delivers value and contributes to the Product Goal.
The Product Owner and the Developers must collaborate closely throughout the Sprint to ensure that they have a shared understanding of what they are building and why. The Product Owner must provide clarifications, feedback, and guidance to the Developers as needed to help them create a valuable Increment.
The amount of time that the Product Owner must spend with the Developers may vary depending on the context, complexity, and uncertainty of the product development. However, it should be enough so that both parties are confident that the Increment will meet the intended value.
Other options, such as 40%, as much time as the Developers tell them to be present, or 100%, are not valid answers as they imply a fixed or arbitrary amount of time that does not reflect the actual needs and dynamics of the product development.
Which of the following are true about the Product Owner?
(choose the best two answers)
The Product Owner is one person.
The Scrum Team can have multiple Product Owners.
The Product Owner can be represented by a committee or a team of people.
The Product Owner is accountable for ordering the Product Backlog.
The Product Owner is one person, not a committee or a team of people. The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
Having multiple Product Owners for one product would create conflicts, overlaps, gaps, and inefficiencies. It would also make it harder to maintain a clear and consistent product vision, strategy, roadmap, and backlog. Therefore, the Scrum Team can not have multiple Product Owners.
The Product Owner is accountable for ordering the Product Backlog. The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product. The Product Owner orders the items in the Product Backlog based on factors such as value, risk, priority, dependency, feedback, or market conditions.
How often should Scrum Team membership change?
(choose the best answer)
Every Sprint to promote shared learning.
As needed, with no special allowance for changes in productivity.
Never, it reduces productivity.
As needed, while taking into account a short-term reduction in productivity.
The Scrum Team membership should change as needed, but not too frequently, as it may affect the team’s ability to deliver value and maintain a high level of collaboration and self-organization. The Scrum Guide states that " Optimal Development Team size is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and results in smaller productivity gains. Having more than nine members requires too much coordination. Large Development Teams generate too much complexity for an empirical process to be useful. " 1 Therefore, the Scrum Team should consider the impact of changing its membership on its productivity and performance, and balance the need for stability and flexibility.
1: The Scrum Guide2, page 6
2: The Scrum Guide
Who has the final decision about the order of items in the Product Backlog?
(choose the best answer)
The Scrum Master.
The Stakeholders.
The Scrum Team.
The Developers.
The Product Owner.
In Scrum, the Product Owner is responsible for maximizing the value of the product resulting from the work of the Development Team. One of the primary ways the Product Owner does this is by managing the Product Backlog, which includes clearly expressing Product Backlog items, ordering the items to best achieve goals and missions, and ensuring that the Product Backlog is visible, transparent, and clear to all. This means that the Product Owner has the final authority on the order of items in the Product Backlog, as they are best positioned to understand the strategic and market value of the work to be done.
The Scrum Guide and the Professional Scrum Product Owner™ (PSPO I) study materials, specifically the sections on ‘Managing Products with Agility’ and ‘Understanding and Applying the Scrum Framework’, which outline the accountabilities of the Product Owner in managing the Product Backlog
Which two things should the Scrum Team do during the first Sprint?
(choose the best two answers)
Make up a plan for the rest of the project.
Define the major product features and a release plan architecture.
Analyze, describe, and document the requirements for the subsequent Sprints.
Build at least one piece of valuable functionality.
Create at least one valuable, useful Increment.
the first Sprint is the same as any other Sprint, and the Scrum Team should deliver a potentially releasable Increment of " Done " product at its conclusion. This means that the team should build at least one piece of valuable functionality that meets the Definition of Done and aligns with the Sprint Goal. The other options are not things that the Scrum Team should do during the first Sprint, as they are either too detailed, too vague, or too long-term for the Scrum framework.The Scrum Team should not make up a plan for the rest of the project, as Scrum is an empirical process that adapts to changing requirements and feedback1.The Scrum Team should not define the major product features and a release plan architecture, as these are the responsibilities of the Product Owner, who should have a vision and a roadmap for the product2.The Scrum Team should not analyze, describe, and document the requirements for the subsequent Sprints, as this would violate the principle of emergent design and just-in-time planning3.
1:The Scrum Guide | Scrum.org2:What is a Product Owner? | Scrum.org3:Emergent Design and Just-in-Time Planning | Scrum.org
Who determines how many Product Backlog items the Developers select for a Sprint?
(choose the best answer)
The Scrum Team
The Developers.
The Product Owner.
The Scrum Master.
The stakeholders attending Sprint Planning.
The Developers are the ones who determine how many Product Backlog items they select for a Sprint. The Developers are self-managing and decide how much work they can do in a Sprint1. The Product Owner and the Developers collaborate on the scope of the Sprint during Sprint Planning, but the final decision is up to the Developers2. The Product Owner, the Scrum Master, and the stakeholders do not have the authority to tell the Developers how many Product Backlog items they should select, as this would violate the principle of self-management[3][3] .
What enhances the transparency of an Increment?
(choose the best answer)
Keeping track of and estimating all undone work to be completed in a " hardening " Sprint.
Doing all work needed to meet the Definition of Done.
Reporting Sprint progress to the stakeholders daily.
Updating Sprint tasks properly in the electronic tracking tool.
The Definition of Done is a shared understanding of what it means for work to be complete, and ensures transparency of the quality of the work done1. The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints2. The Increment must be usable and potentially releasable, meaning that it meets the quality standards set by the Scrum Team and the stakeholders[3][3] . Doing all work needed to meet the Definition of Done enhances the transparency of the Increment, as it ensures that the Increment is truly done and reflects the current state of the product4. The other options do not enhance the transparency of the Increment, as they either introduce unnecessary complexity, delay, or overhead, or do not provide a clear and consistent way to measure the quality of the work done.
What are two effective ways for a Scrum Team to ensure security concerns are satisfied? (choose the best two answers)
Add security concerns to the Definition of Done.
Delegate the work to the security department.
Have the Scrum Team create Product Backlog items for each concern.
Add a Sprint to specifically resolve all security concerns.
Postpone the work until a specialist can perform a security audit and create a list of security-related Product Backlog items.
These are the best answers because they ensure that security concerns are addressed in a transparent and consistent way. By adding security criteria to the Definition of Done, the Scrum Team can make sure that every Increment meets a high standard of quality and security. By creating Product Backlog items for specific security concerns, the Scrum Team can prioritize and plan them in collaboration with the Product Owner and stakeholders. References:
Scrum Guide, page 14: “The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product.”
Scrum Guide, page 15: “The Product Backlog is an emergent, ordered list of what is needed to improve the product.”
When does the next Sprint begin?
(choose the best answer)
The Monday following the Sprint Review.
Immediately after the conclusion of the previous Sprint.
Immediately following the next Sprint Planning.
When the Product Owner is ready.
What does it mean for a Scrum Team to be cross-functional?
(choose the best answer)
The Scrum Team includes not only developers but also business analysts, architects,and testers.
The Scrum Team includes skilled individuals who together have all the skillsnecessary to create value each Sprint.
Developers on the Scrum Team work closely with business analysts, architects,developers, and testers who are not on the team.
The Scrum Team is a virtual team drawing from separate teams of business analysts,architects, developers, and testers.
The Scrum Team includes skilled individuals who together have all the skills necessary to create value each Sprint.
According to the Scrum Guide1, “Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint.” This implies that the team does not depend on external resources or specialists to deliver a product increment. The other options do not reflect the true meaning of cross-functionality in Scrum.
1:The Scrum Team | Scrum.org
Every Scrum Team should have:
(choose the best answer)
One Lead Developer and no more than 8 other members.
The competencies and skills needed to deliver an Increment in a Sprint.
At least one representative from each major department, such as, Quality Assurance,Development, and Marketing.
A Scrum Team is a cross-functional, self-managing team that has all the necessary competencies and skills to deliver a potentially releasable Increment of value at the end of each Sprint. The Scrum Team consists of one Scrum Master, one Product Owner, and Developers. The Scrum Team does not rely on external roles or hierarchies to complete their work. (Must be taken from Professional Scrum Product Owner™ (PSPO I) resources)
Professional Scrum Product Owner™ I Certification
Professional Scrum Product Owner™ Training
A Project Manager working with your Scrum Team has raised concerns about progress and money spent. What are the two best responses?
(choose the best two answers)
Promote transparency by sharing the Product Backlog and ensuring the ProjectManager has access.
Have a discussion with the Project Manager; share the current impediments andforecast for the Sprint.
Show the Earned Value Analysis (EVA) report.
Scrum does not have Project Managers so disregard their concerns.
Share the last stakeholder briefing document prepared by the Product Owner.
The two best responses to a Project Manager who has raised concerns about progress and money spent are:
Promote transparency by sharing the Product Backlog and ensuring the Project Manager has access. This helps communicate what is needed to improve the product, what is planned for each Sprint, and what has been done so far. It also helps align expectations and priorities among different stakeholders.
Have a discussion with the Project Manager; share the current impediments and forecast for the Sprint. This helps address any issues or risks that may affect the delivery of value and the achievement of the Sprint Goal. It also helps provide feedback and adaptation based on the empirical evidence and data.
Other options, such as showing the Earned Value Analysis (EVA) report, Scrum does not have Project Managers so disregard their concerns, or sharing the last stakeholder briefing document prepared by the Product Owner, are not the best responses as they do not reflect how to effectively collaborate and communicate with the Project Manager or how to apply the Scrum values and principles.
When does a Developer become accountable for an item in the Sprint Backlog?
(choose the best answer)
During the Daily Scrum.
As soon as a Developer on the Scrum Team can accommodate more work.
Never. All Developers on the Scrum Team share accountability for items in the SprintBacklog.
At Sprint Planning when all of the Sprint Backlog items are split evenly across theDevelopers.
The Developers on the Scrum Team share accountability for the Sprint Backlog, which is a forecast of the work and the plan to deliver the Sprint Goal12. The Sprint Backlog is dynamic and can be updated by the Developers as more is learned during the Sprint34. The Developers are not individually accountable for the items in the Sprint Backlog, nor are they assigned by the Scrum Master or the Product Owner5.
Why do the Developers need a Sprint Goal?
(choose the best answer)
A Sprint Goal only gives purpose to Sprint O.
Sprint Goals are not valuable. Everything is known from the Product Backlog.
The Developers are more focused with a common yet specific goal.
A Sprint Goal ensures that all of the Product Backlog items selected for the Sprint are implemented.
The Developers need a Sprint Goal because it gives them a common yet specific goal to focus on during the Sprint. This is because:
The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.
The Developers need a Sprint Goal to align their efforts and collaborate effectively as a team. The Sprint Goal helps them prioritize and optimize their work based on value and impact. The Sprint Goal also helps them cope with uncertainty and complexity by providing a clear direction and a shared purpose.
Other options, such as a Sprint Goal only giving purpose to Sprint 0, Sprint Goals being not valuable, or a Sprint Goal ensuring that all of the Product Backlog items selected for the Sprint are implemented, are not valid reasons why the Developers need a Sprint Goal. They may reflect a misunderstanding of what a Sprint Goal is or how Scrum works.
In accordance with Scrum theory, how should a group of 100 people be divided into multiple
Scrum Teams?
(choose the best answer)
Create a matrix of skills, seniority, and level of experience to assign people to teams.
Check with the allocation department to see who has worked together before and make these the first teams.
Understanding the product, the product vision and the rules of the Scrum framework, the people divide themselves into teams.
It does not really matter since you can rotate the teams every Sprint to spread knowledge.
In accordance with Scrum theory, a group of 100 people should be divided into multiple Scrum Teams by understanding the product, the product vision and the rules of the Scrum framework, and then dividing themselves into teams because:
It respects the self-organization and empowerment of the people. The people are the ones who have the knowledge, skills, and experience to create and deliver the product. They are also the ones who will work together as Scrum Teams, collaborating and coordinating their efforts. Therefore, they should have the autonomy and authority to decide how to form their teams, based on their preferences, interests, and capabilities.
It supports the alignment and coherence of the Scrum Teams. The people should have a clear and shared understanding of the product, the product vision, and the rules of the Scrum framework before forming their teams. This can help them to align their goals and missions, to ensure that they are working on the same product and towards the same vision. It can also help them to follow the same principles and practices of Scrum, to ensure that they are working effectively and consistently.
It fosters the collaboration and synergy of the Scrum Teams. The people should form their teams in a way that maximizes their collaboration and synergy. This can mean choosing team members that complement each other’s skills and strengths, that have good rapport and trust, that can communicate and coordinate well, and that can deliver a valuable Increment each Sprint.
True or False: When there are multiple teams working on one product, each Scrum Team should have a separate Product Owner.
True
False
When there are multiple teams working on one product, each Scrum Team should not have a separate Product Owner. This is because:
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.
The Product Owner is the sole person responsible for managing the Product Backlog, which is an emergent, ordered list of what is needed to improve the product. They must ensure that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it.
Having multiple Product Owners for one product may lead to conflicts, inconsistencies, or confusion among the Scrum Teams and the stakeholders. It may also reduce the alignment, collaboration, and ownership of the product development.
Instead of having multiple Product Owners, it is recommended to have one Product Owner who works with representatives from each Scrum Team to ensure that they have a shared understanding of the product vision, goals, and priorities. The Product Owner may also delegate some of the Product Backlog management tasks to these representatives, but they remain accountable for the final decisions.
In the middle of the Sprint, the customer decides that there are two new features she wants.
The Product Owner could:
(choose the best two answers)
Introduce these features at the next Daily Scrum.
Ask the Developers to consider whether they can add these features to thecurrent Sprint without endangering the Sprint Goal.
Add these features to the Product Backlog.
Have the Scrum Master add these features to the current Sprint.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
A Sprint is a timebox of one month or less within which a “Done” product Increment is created. A Sprint consists of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective. A Sprint is also a feedback loop that allows the Scrum Team and the stakeholders to inspect and adapt the product and the process.
The Sprint Goal is a short statement of what the Scrum Team intends to achieve during a Sprint. It provides guidance and direction for the Scrum Team, as well as a basis for inspecting and adapting the product and the process. The Sprint Goal is aligned with the product vision and goals, and it reflects the value and purpose of the Sprint.
In the middle of a Sprint, if a customer decides that there are two new features she wants, there are two possible ways that a Product Owner could handle this situation:
Ask the Developers to consider whether they can add these features to the current Sprint without endangering the Sprint Goal: The Product Owner could discuss with the Developers if they have enough capacity and skills to accommodate these new features in their current Sprint Backlog. The Product Owner could also explain why these features are valuable or urgent for the customer or user. The Developers could then decide if they can or want to add these features to their current work plan, or if they prefer to defer them to a future Sprint. The Developers should not compromise on quality or scope to fit these features in their current Sprint. The Developers should also ensure that these features are aligned with or support the current Sprint Goal.
Add these features to the Product Backlog: The Product Owner could add these new features to the Product Backlog as new items. The Product Owner could then order these items based on their value, risk, priority, dependency, feedback, or market conditions. The Product Owner could also refine these items with more details or acceptance criteria. The Product Owner could then plan to include these items in a future Sprint, depending on their order and availability.
The other options are not valid or relevant ways that a Product Owner could handle this situation. They are either too disruptive, impractical, or irrelevant. They are:
Introduce these features at the next Daily Scrum: This is not a valid way for a Product Owner to handle this situation. The Daily Scrum is an event for the Developers to inspect their progress toward the Sprint Goal and adapt their plan for the next 24 hours. The Daily Scrum is not a status meeting or a reporting session for anyone else. The Product Owner may attend the Daily Scrum as an observer or as an invited participant if they have something valuable to contribute or if they need some clarification from the Developers. However, introducing new features at this event would be disruptive and inappropriate for both parties.
Have the Scrum Master add these features to the current Sprint: This is not a valid way for a Product Owner to handle this situation. The Scrum Master is not responsible for adding or removing any work from the current Sprint. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. The Scrum Master does this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.
What three things might a Scrum Product Owner focus on to ensure the product delivers value?
(choose the best three answers)
How much of the functionality of the product is being used.
Direct customer feedback.
How quickly or easily the product can be absorbed and used by its customers.
Velocity is increasing over time.
Minimizing changes to project scope.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
To ensure that the product delivers value, a Scrum Product Owner might focus on the following aspects:
How much of the functionality of the product is being used: This is an indicator of how well the product meets or exceeds the needs and expectations of the customers and users. It can also reveal which features or functions are more or less valuable or useful for them. The Product Owner can use various methods or metrics to measure the usage of the product functionality, such as analytics, user behavior, retention, or engagement.
Direct customer feedback: This is a source of valuable input and insights from the people who use or benefit from the product. It can also help to validate or invalidate assumptions or hypotheses about the product value and quality. The Product Owner can use various methods or channels to collect and incorporate customer feedback, such as surveys, ratings, reviews, interviews, focus groups, or social media.
How quickly or easily the product can be absorbed and used by its customers: This is a measure of how well the product delivers value to customers or users in a timely and convenient manner. It can also affect customer satisfaction and loyalty. The Product Owner can use various methods or metrics to measure the ease of use or adoption of the product, such as time to value, learning curve, usability testing, or net promoter score (NPS).
The other options are not valid or relevant aspects that a Scrum Product Owner might focus on to ensure that the product delivers value. They are either too narrow, unrealistic, or unrelated to the product value delivery. They are:
Velocity is increasing over time: This is not a valid aspect that a Scrum Product Owner might focus on to ensure that the product delivers value. Velocity is a measure of how much work a Scrum Team can deliver in a Sprint. It is not a measure of value or quality. It is also not a goal or target for improvement. It is only a planning tool that helps the Scrum Team forecast their future work based on their past performance. Focusing on increasing velocity over time may lead to unrealistic expectations, pressure, or compromise on quality.
Minimizing changes to project scope: This is not a valid aspect that a Scrum Product Owner might focus on to ensure that the product delivers value. Scrum is an agile framework that embraces change as an opportunity for delivering more value to customers and users. Scrum does not have a fixed project scope, but rather an adaptive Product Backlog that evolves as the product and the market change. The Product Owner should welcome and respond to changes in customer needs and expectations, rather than resist or avoid them.
You have just been hired by a company new to Scrum. Your management has assigned you to be the Scrum Master of six new Scrum Teams. These teams will build one product. Select two conditions you should strive for in this scenario.
(choose the best two answers)
Each Scrum Team should have a separate Product Backlog.
There should be only one Product Owner.
The product has one Product Backlog.
There should be six Product Owners, one for each Scrum Team.
There should be six Product Owners, reporting to a Chief Product Owner.
In Scrum, there is only one product and one Product Backlog for a given product. The Product Backlog is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product. The Product Backlog is ordered by the Product Owner based on the product vision, goals, and value.
Having multiple Product Backlogs for one product would create confusion, duplication, inconsistency, and waste. It would also make it harder to align the Scrum Teams and the stakeholders on the same product direction and priorities. Therefore, each Scrum Team should not have a separate Product Backlog.
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
Having multiple Product Owners for one product would create conflicts, overlaps, gaps, and inefficiencies. It would also make it harder to maintain a clear and consistent product vision, strategy, roadmap, and backlog. Therefore, there should be only one Product Owner for one product.
In some cases, when there are multiple Scrum Teams working on one product, it may be necessary to have some form of scaling or coordination mechanism to ensure alignment and collaboration among the teams. However, this does not mean that there should be multiple Product Owners or Product Backlogs. Instead, there should be ways to facilitate communication, feedback, integration, and transparency among the teams and with the Product Owner. For example, some frameworks or practices that can help with scaling Scrum are Nexus, LeSS, SAFe, or Scrum of Scrums.
Who is accountable for creating a valuable and usable Increment each Sprint?
(choose the best answer)
The Scrum Master.
The CEO.
The Developers.
The Scrum Team.
The Product Owner.
The Developers are accountable for creating a valuable and usable Increment each Sprint. They are the people in the Scrum Team who are committed to delivering a “Done” Increment that meets the Definition of Done and the Sprint Goal. They are responsible for managing and organizing their work within the Sprint, collaborating with the Product Owner and the Scrum Master, and applying their skills and creativity to create a product that delivers value to the stakeholders and customers.
The Scrum Guide
The Developers
Understanding and Applying the Scrum Framework
What happens if the Scrum Team cannot complete its work by the end of the Sprint?
(choose the best answer)
The Sprint length is unchanged and the Scrum Team continuously learns and adapts.
The Sprint is extended and future Sprints use this new duration.
The Sprint is extended temporarily. Lessons are taken to ensure it does not happenagain.
If the Scrum Team cannot complete its work by the end of the Sprint, the Sprint does not get extended.Instead, the unfinished Sprint Backlog Items go back to the Product Backlog and can be addressed in the following Sprint12.This approach allows the team to get better at estimating and reduces complexity due to the consistency of the Scrum Events2.The Scrum Team continuously learns and adapts12.
The Scrum Master observes the Product Owner struggling with ordering the Product Backlog.
What is an appropriate action for the Scrum Master to take?
(choose the best answer)
Offer the Product Owner help in understanding that the goal of ordering the ProductBacklog is to maximize value.
Suggest that the Developers order the Product Backlog to be sure that it is a feasibleordering of work.
Encourage the Product Owner to work with the Developers to see which itemstechnically are fastest to implement.
Suggest the Product Owner extend the Sprint, so he can have more time to order theProduct Backlog.
Present the Product Owner with an ordered Product Backlog to use.
The Scrum Master’s role includes coaching the Scrum Team and helping them understand Scrum practices. If the Product Owner is struggling with ordering the Product Backlog, the Scrum Master should offer guidance and support to help the Product Owner understand that the primary goal of ordering the Product Backlog is to maximize the value delivered to the customer. This involves considering factors such as business value, risk, return on investment (ROI), dependencies, and impact. The Scrum Master can facilitate this understanding and help the Product Owner apply it to the ordering of the Product Backlog items.
The Scrum Guide and resources from Scrum.org provide insights into the role of the Scrum Master in supporting the Product Owner and ensuring that the Product Backlog is ordered in a way that maximizes value
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