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| Section | Weight | Objectives |
|---|---|---|
| Understanding and Applying the Scrum Framework | 20% | - Scrum Artifacts
|
| Evolving the Agile Organization | 10% | - Agile Leadership
|
| Developing People and Teams | 20% | - Self-Managing Teams
|
| Managing Products with Agility | 35% | - Product Vision
|
| Developing and Delivering Products Professionally | 15% | - Quality and Technical Practices
|
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NEW QUESTION # 156
Which of the following can be part of the Sprint Backlog?
Answer: B
NEW QUESTION # 157
What typically happens if the Product Backlog is not sufficiently clear at Sprint Planning?
(choose the best answer)
Answer: B
Explanation:
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.
References:
* [Scrum Guide], page 14, section "Sprint Planning"
* [Scrum Guide], page 7, section "Developers"
* [Scrum Guide], page 6, section "Product Owner"
* [Scrum Guide], page 11, section "Product Backlog"
NEW QUESTION # 158
Scrum is based on empiricism. All of its artifacts must be transparent to ensure sufficient accuracy of inspection. How can the Scrum Team maintain the Product Backlog to maximize its transparency?
(choose the best answer)
Answer: E
Explanation:
Explanation
The Scrum Team can maintain the Product Backlog to maximize its transparency by continually keeping it up to date with the most recent insights because:
* It reflects the current state of the product and the work. The Product Backlog is a dynamic and emergent artifact that represents all the possible features, functions, requirements, enhancements, and fixes that constitute changes to the product. By updating it frequently, the Scrum Team can ensure that the Product Backlog is accurate, complete, and relevant.
* It enables the Product Owner to optimize the value of the product and the work of the Scrum Team. The Product Owner is accountable for effective Product Backlog management, which includes ordering, refining, and communicating the Product Backlog items. By updating it frequently, the Product Owner can incorporate new learnings, feedback, opportunities, and changes into the product decisions and priorities.
* It supports the inspection and adaptation of the Scrum Team and the stakeholders. The Product Backlog is a source of information and transparency for everyone involved in the product development. By updating it frequently, the Scrum Team and the stakeholders can inspect the progress and outcomes of each Sprint, and adapt their plans and actions accordingly.
References:
* Scrum Guide 2020, page 10: "The Product Backlog is an emergent, ordered list of what is needed to improve the product."
* Scrum Guide 2020, page 11: "The Product Owner is accountable for effective Product Backlog management, which includes ... ensuring that the Product Backlog is transparent, visible and understood."
* Scrum Guide 2020, page 11: "The ordering of the items in the Product Backlog is the sole responsibility of the Product Owner. They order Product Backlog items to best achieve goals and missions."
* Scrum Guide 2020, page 11: "Higher ordered Product Backlog items are clearer and more refined than lower ordered ones."
* Scrum Guide 2020, page 15: "The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration."
NEW QUESTION # 159
The "Definition of Ready" shows the team when Product Backlog items are ready to be selected for the Sprint Backlog.
Answer: B
NEW QUESTION # 160
A product's success is measured by:
(choose the best three answers)
Answer: A,B,E
Explanation:
* A product's success is measured by the impact it has on the customers, the business, and the market.
Different products may have different success criteria and metrics, depending on their vision, goals, value proposition, and target audience. However, some of the common and important aspects that can indicate a product's success are:
* The impact on customer satisfaction: Customer satisfaction is a measure of how well a product or service meets or exceeds the expectations and needs of the customers. It is an important indicator of the value and quality of a product or service, and it can affect the loyalty, retention, and profitability of the customers. Customer satisfaction can be measured by various methods, such as surveys, ratings, reviews, feedback, referrals, testimonials, or net promoter score (NPS).
* The impact on cost: Cost is a measure of how much money and resources are invested in developing, delivering, and maintaining a product or service. It is an important indicator of the efficiency and sustainability of a product or service, and it can affect the profitability and competitiveness of the business. Cost can be measured by various methods, such as budgeting, accounting, tracking, reporting, or return on investment (ROI).
* The impact on revenue: Revenue is a measure of how much money and value are generated by selling a product or service. It is an important indicator of the growth and viability of a product or service, and it can affect the market share and positioning of the business. Revenue can be measured by various methods, such as sales, subscriptions, conversions, retention, or lifetime value (LTV).
* The other options are not valid or relevant measures of a product's success. They are either too subjective, narrow, or unrelated to the product's value proposition and goals. They are:
* The impact on my boss's mood: My boss's mood is not a reliable or objective measure of a product's success. It may depend on many factors that are not related to the product's performance or value delivery. It may also vary from day to day or from person to person. My boss's mood may influence my work satisfaction or motivation, but it does not reflect the product's success.
* The delivery of upfront defined scope compared to the upfront planned time: This is a traditional project management measure that focuses on delivering a fixed set of requirements within a predetermined schedule. It does not account for the changing needs and expectations of the customers and the market. It also does not reflect the value or quality of the product or service delivered. It may lead to over-engineering, waste, or missed opportunities.
* The impact on my performance rating: My performance rating is not a direct or comprehensive measure of a product's success. It may depend on many factors that are not related to the
* product's value delivery or quality. It may also vary from organization to organization or from manager to manager. My performance rating may influence my career development or compensation, but it does not reflect the product's success.
References:
* Product Success: https://www.productplan.com/glossary/product-success/
* Customer Satisfaction: https://www.agilealliance.org/glossary/customer-satisfaction/
* Cost: https://www.investopedia.com/terms/c/cost.asp
* Revenue: https://www.investopedia.com/terms/r/revenue.asp
NEW QUESTION # 161
......
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