Scrum PSPO-II Practice Test - Questions Answers, Page 5

A sprint forecast is an estimate of what can be achieved in an upcoming Sprint. During Sprint planning, the team reviews the Product Backlog and selects stories that can be completed in the next Sprint based on the team's velocity and capacity.The forecast is a pragmatic commitment to a realistic amount of work1. The forecast helps the team plan their tasks, prioritize their goals, and set realistic expectations for what they can accomplish during the Sprint.It also helps them to identify any potential risks or issues that could arise during the course of the Sprint2.The forecast is not a guarantee or a promise, but rather a best guess based on the current information and assumptions3.The forecast can be updated during the Sprint as new information emerges or as the team learns from their work4. The forecast is a useful tool for the Product Owner to communicate with the stakeholders about the progress and the value delivered by the team.

According to the Scrum Guide, the Scrum Team consists of one Scrum Master, one Product Owner, and Developers. There is no distinction between different types of Developers, such as testers, programmers, designers, etc. The Developers are the people who deliver a potentially releasable Increment of ''Done'' product at the end of each Sprint.They are accountable for creating and adhering to the Definition of Done, ensuring technical excellence and good design, and collaborating with the Product Owner to maximize value1. Therefore, everyone on the Scrum Team is responsible for ensuring the quality of the product, and there is no specific tester role. However, this does not mean that testing skills are not needed or valued.On the contrary, testing is an essential activity that supports the team and critiques the product throughout the development process2.A professional tester can contribute to the Scrum Team by coaching the team on testing techniques, tools, and practices, helping the team to define clear and unambiguous acceptance criteria, challenging the team to consider different scenarios and edge cases, creating and executing test plans, and providing feedback on the product's usability, performance, security, and other aspects3. A professional tester can also collaborate with the Product Owner to ensure that the product meets the expectations and needs of the stakeholders and users.

According to the Professional Scrum Product Owner II guide, one of the key competencies of a Product Owner is to validate product assumptions and hypotheses using empirical evidence1.This means that instead of investing a lot of money and time into building a product based on unproven ideas, the Product Owner should conduct small experiments to test the viability, desirability, and feasibility of the product2. These experiments can take various forms, such as prototypes, mockups, surveys, interviews, landing pages, etc.The goal is to gather feedback from real or potential users and customers, and measure the outcomes against predefined success criteria3.Based on the results of the experiments, the Product Owner can then decide whether to persevere, pivot, or terminate the product idea4. This approach helps to reduce the risk of wasting resources on products that nobody wants or needs, and to focus on the most valuable and promising ideas.

Unrealized Value is the value that could be realized by meeting all potential needs of the customer or user1. It represents the opportunity for growth and innovation. When the Unrealized Value of a product is very small, it means that the product has reached a saturation point in the market, and there is little room for improvement or differentiation.Investing more in such a product would not yield much return, and might even cannibalize the Current Value of the product, which is the value delivered to the customer or user today1.Therefore, organizations should reduce their investment in a product when its Unrealized Value is very small, and focus on other products or opportunities that have higher Unrealized Value

According to the PSPO II resources, a product with high current value and low unrealized value is in theharveststage of the product lifecycle1. This means that the product has reached its peak and is facing increasing competition and decreasing customer demand. The best strategy for this stage is tomaintainthe product quality and customer satisfaction, butreducethe investment in new features or enhancements.The product owner shouldseekother opportunities for future growth, such as developing new products or exploring new markets23.Reference:

1:Product Lifecycle Management

2:Product Strategy

3:Evidence-Based Management