Scrum PSPO-II Practice Test - Questions Answers, Page 3

The Product Owner is the sole person accountable for managing the Product Backlog and ensuring the value of the work the Scrum Team performs. The Product Owner is one person, not a committee.The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item's priority must address the Product Owner1.The Product Owner is responsible for the product and its outcome2.

A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers.A product could be a physical product, a software product, a service, a project, or something else3.A product has a product vision, which is the overarching goal of the product, the reason for creating it, and the impact it should have on its customers and users4.

A portfolio is a collection of products or projects that are aligned with a strategic goal or an organizational unit5. A program is a group of related projects or products that are managed in a coordinated way to obtain benefits and control not available from managing them individually. A portfolio or a program may have a portfolio or program manager, who is responsible for overseeing the alignment, prioritization, and governance of the portfolio or program . However, these roles are not equivalent to the Product Owner role, as they do not have the same accountabilities and authorities as the Product Owner.

Therefore, the correct answer is that a Product Owner is needed for every product, not for every portfolio or program.Reference:1:Scrum Guide2:Understanding and Applying the Scrum Framework3:Managing Products with Agility4: [Product Vision]5: [Portfolio] : [Program] : [Portfolio Management] : [Program Management]

= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to have a clear vision of the product and its target users, as well as a validated understanding of the market opportunities and risks. You also need to collaborate with stakeholders and customers to align their expectations and feedback with the product goals and strategy.

In this scenario, you face a dilemma between pursuing a new market segment or satisfying the existing customers. Both options have potential value, but also uncertainty and trade-offs. The best way to proceed is to devise an experiment that will help you to test your assumptions and learn more about the new market and its potential. This could be a small-scale release, a prototype, a survey, or any other method that can provide you with empirical evidence and feedback. By doing this, you can reduce the risk of investing in a feature that may not deliver the expected value, and also gain insights that can help you to refine your product vision and backlog.

This approach is consistent with the principles of agile product management, which emphasize delivering value early and often, validating hypotheses with data, and adapting to changing customer needs and market conditions. It also demonstrates your ability to apply the Scrum values of openness, courage, and respect, as you are willing to explore new possibilities, challenge your own opinions, and involve your stakeholders and customers in the decision-making process.Reference:=Scrum Guide,Managing Products with Agility,Evidence-Based Management

According to the Professional Scrum Product Owner II certification guide1, the Sprint Goal is the single objective for the Sprint. It is a commitment made by the Scrum Team during Sprint Planning. The Sprint Goal provides guidance to the Developers on why it is valuable to build a coherent Increment. The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Product Owner should not dictate the Sprint Goal, but rather collaborate with the Developers and the Scrum Master to create a shared understanding and alignment.The other options are not activities that a Product Owner should never do, because they are either part of the Product Owner's accountabilities (A, C, D) or may be done in collaboration with others (A, D).Reference:1: Professional Scrum Product Owner II Certification | Scrum.org

A Product Goal is a summary statement of the desired outcome or value that the product should deliver. It communicates the target future state of the product, which is aligned with the product vision and strategy. It enhances focus by providing a clear direction and purpose for the Scrum Team and the stakeholders. It is a commitment contained in the Product Backlog, which means that it is transparent, visible, and understood by everyone involved in the product development. It provides a long-term objective for the Scrum Team to plan against, which helps them to prioritize and refine the Product Backlog items and to craft the Sprint Goals.

Option D is not correct because the Product Goal does not need to have the approval of all stakeholders. The Product Owner is accountable for the value of the product and the Product Backlog, and therefore has the authority to define and communicate the Product Goal. The Product Owner may collaborate with the stakeholders to discover and validate their needs and expectations, but does not need to seek their consensus or permission for the Product Goal.

Option F is not correct because the Product Goal is not a contract with the business, but rather a flexible and adaptable guide for the product development. The Product Goal is not fixed and immutable, but rather emergent and dynamic. It can be changed or updated as the product evolves and the market conditions change. The Product Goal does not limit or constrain the changes that may occur during the product development, but rather enables and supports them.Reference:

Professional Scrum Product Owner II Assessment

Understanding and Applying the Scrum Framework

Managing Products with Agility

Scrum Guide 2020 Update - Introducing the Product Goal

The Product Goal explained

According to the PSPO II resources, a product owner should optimize the value of the product and the work of the Scrum Team1.One way to do this is to improve the value experienced by the customer, which is the perception and evaluation of the product by the customer2.A price increase can be justified if the customer perceives that the product delivers more value than the cost3.This can be achieved by enhancing the product quality, functionality, usability, or design, or by providing additional benefits or services to the customer4. The other options are not effective ways to justify a price increase, as they may either reduce the value experienced by the customer, or increase the cost without increasing the value.Reference:

1:The Scrum Guide

2:User Experience

3:Value-Based Pricing

4:8 Techniques to Justify a Price Increase

:Justification for a Price Increase: Positioning For Success

The smallest product Increment that is valuable enough to release is one that delivers a single new or improved outcome for the customers or users of the product.This is because the outcome is the ultimate measure of value, not the output or the features1.An outcome is a change in behavior, attitude, or situation that results from using the product2.An outcome can be achieved by delivering a single feature, fixing a defect, or improving an existing functionality, as long as it meets the Definition of Done and the Sprint Goal3. Therefore, the best answer is A.

The other options are not correct because:

B) Adds a new feature.This is not a sufficient condition, as a new feature may not deliver a valuable outcome if it is not aligned with the product vision, the customer needs, or the market conditions4.

C) Fixes at least one defect.This is not a necessary condition, as a defect may not affect the value of the product if it is minor, rare, or irrelevant to the customer5.

D) Delivers all ''must do'' Product Backlog items. This is not a realistic condition, as the Product Backlog is a dynamic and emergent artifact that changes based on feedback, learning, and discovery.There is no fixed set of ''must do'' items that can guarantee the delivery of value.Reference:1: Outcome vs.Output,2: What is an Outcome?,3: The Definition of Done,4: Feature vs.Outcome,5: Defect vs. Value, : The Product Backlog

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.They are also accountable for effective Product Backlog management, which includes ordering the Product Backlog items to best achieve goals and missions1.The Product Owner should consider various sources of information to make informed decisions about the product, such as customer feedback, market trends, stakeholder input, and data analysis2.

When deciding whether to drop the price of the product, the Product Owner should consider the following sources of information:

Customer satisfaction: The Product Owner should measure and monitor how satisfied the customers are with the product, and how likely they are to recommend it to others. Customer satisfaction is a key indicator of product value and quality, and it can also influence customer retention and loyalty.The Product Owner should use various methods to collect customer feedback, such as surveys, interviews, reviews, ratings, and net promoter score23.

Market share: The Product Owner should track and compare the product's market share with its competitors and potential customers. Market share is the percentage of the total market that is captured by the product, and it reflects the product's popularity and demand.The Product Owner should use market research, sales data, and industry reports to analyze the market share and identify opportunities and threats24.

Unmet customer needs: The Product Owner should identify and prioritize the customer needs that are not yet met by the product or its competitors. Unmet customer needs are the gaps or problems that the customers face, and that the product can solve or address.The Product Owner should use techniques such as user stories, personas, value proposition canvas, and jobs to be done to discover and validate the unmet customer needs25.

Competitor pricing: The Product Owner should benchmark and compare the product's pricing with its competitors and alternatives. Competitor pricing is the amount of money that the customers have to pay to acquire or use a similar or substitute product.The Product Owner should use competitive analysis, price elasticity, and value-based pricing to determine the optimal pricing strategy for the product2.

The other option, company earnings targets, is not a relevant source of information for the Product Owner, as it does not reflect the value or the demand of the product. The Product Owner should focus on delivering value to the customers and the stakeholders, rather than meeting arbitrary financial goals.The company earnings targets may also change over time, and they may not align with the product vision or the market reality2.Reference:1:Scrum Guide2:Managing Products with Agility3:Customer Feedback4:Market Share5:Unmet Customer Needs: [Competitor Pricing] : [Company Earnings Targets]

The value of a product is not determined by how many features it has, how much it costs, or how fast it is delivered, but by how well it meets the needs and expectations of the customers and stakeholders. Therefore, the best measure of value is how often and how effectively the customers use the product to achieve their goals and solve their problems. This can be assessed by using metrics such as customer satisfaction, retention, engagement, loyalty, referrals, revenue, or any other indicators that reflect the desired outcomes and benefits of the product.

The other options are not the best measures of value, because they either focus on the output rather than the outcome, or they do not reflect the customer perspective. The number of ''must-do'' Product Backlog items delivered in a release may indicate the scope or the quality of the product, but not necessarily the value. The average cost of the product release may indicate the efficiency or the profitability of the product, but not necessarily the value. The on-schedule performance of the Scrum Team may indicate the predictability or the agility of the product development process, but not necessarily the value.Reference:=Professional Scrum Product Owner II Certification,Managing Products with Agility,Evidence-Based Management

According to the Professional Scrum Product Owner II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner should have a clear vision of the product, understand the needs and desires of the customers and stakeholders, and prioritize the Product Backlog items based on their value and urgency. The Product Owner should also use evidence-based management to measure the value delivered by the product and make informed decisions about the product strategy and direction.

In this question, Product A has a high current value, which means that it is generating a lot of revenue and satisfying the existing customers. However, it also has a low unrealized value, which means that it has little room for improvement or innovation, and may face competition or obsolescence in the future. Product B has a low current value, which means that it is not generating much revenue or satisfying many customers. However, it also has a high unrealized value, which means that it has a lot of potential for improvement or innovation, and may capture new markets or opportunities in the future.

Taking a long-term view, the Product Owner should weight the investment toward Product B, since it has more potential to deliver value in the future. This does not mean that the Product Owner should neglect Product A, but rather balance the investment between the two products based on the expected return on investment and the risk involved. Investing equally in both products may not be optimal, as it may result in underinvesting in Product B and overinvesting in Product A. Weighting the investment toward Product A may not be wise, as it may result in missing out on the opportunities offered by Product B and losing the competitive edge in the market.