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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Managing Products with Agility | 40-50% | - Product Value and Delivery
|
| Topic 2: Understanding and Applying the Scrum Framework | 30-40% | - Scrum Team
|
| Topic 3: Stakeholder Engagement and Communication | 10-20% | - Transparency and Communication
|
| Topic 4: Developing People and Teams | 5-15% | - Supporting self-managing teams
|
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NEW QUESTION # 50
What can be used by the Product Owner to identify unfinished work at the end of the Sprint.
Answer: B
NEW QUESTION # 51
Which three of the following are feedback loops in Scrum?
(choose the best three answers)
Answer: A,B,D
Explanation:
In Scrum, feedback loops are essential mechanisms that allow for inspection and adaptation at regular intervals. The three feedback loops from the options provided are:
* Sprint Review (A): This is a feedback loop that occurs at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. It involves stakeholders and provides an opportunity to inspect the progress towards the Product Goal.
* Daily Scrum ©: This is a daily feedback loop for the Developers to synchronize their work and plan for the next 24 hours. It helps in identifying challenges and creating a plan to achieve the Sprint Goal.
* Sprint Retrospective (D): This feedback loop occurs after the Sprint Review and before the next Sprint Planning. It is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.
The Refinement Meeting (B) is not considered a feedback loop but rather an ongoing process of adding details to Product Backlog items. Release Planning (E) is not a formal event in Scrum and thus not a prescribed feedback loop.
References: The Scrum Guide and the Professional Scrum Product Owner™ (PSPO I) materials describe these events as integral parts of the Scrum framework that serve as feedback loops1
NEW QUESTION # 52
What are two effective ways for the Scrum Team to make non-functional requirements visible?
(choose the best two answers)
Answer: A,B
Explanation:
Non-functional requirements are the criteria that define the quality, performance, security, usability, and other aspects of a product1. They are often implicit or assumed, but they are important to make visible and explicit, as they affect the value and satisfaction of the product2. One effective way to make non-functional requirements visible is to add them to the Product Backlog, which is an ordered list of everything that is known to be needed in the product[3][3]. By adding non-functional requirements to the Product Backlog, the Product Owner and the Developers can prioritize, refine, and estimate them, and make them transparent to the stakeholders4. Another effective way to make non-functional requirements visible is to add them to the Definition of Done, which is a shared understanding of what it means for work to be complete, and ensures transparency of the quality of the work done5. By adding non-functional requirements to the Definition of Done, the Developers can ensure that every Product Backlog item and Increment meets the expected quality standards, and that the work is taken care of every Sprint.
Reference:
1: Non-functional requirement, Wikipedia, accessed on December 16, 2023
2: Managing Products with Agility, Scrum.org, accessed on December 16, 2023
[3][3]: The Scrum Guide, November 2020, p. 6
4: The Scrum Guide, November 2020, p. 7
5: The Scrum Guide, November 2020, p. 13
6: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023
NEW QUESTION # 53
True or False: The Product Owner must write all of the Product Backlog items (e.g.,user stories, requirements, etc.) on the Product Backlog before handing them over to the Scrum Team.
Answer: B
Explanation:
Explanation
It is not true that the Product Owner must write all of the Product Backlog items (e.g. user stories, requirements, etc.) on the Product Backlog before handing them over to the Scrum Team. This is because:
* The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is never complete and constantly changes to reflect the needs and desires of the customers, users, and stakeholders.
* 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 also accountable for managing the Product Backlog items effectively. They must ensure that they are transparent, visible, and understood by everyone who needs to work on them. They must also collaborate with the Developers and stakeholders to refine, order, and prioritize them based on value and impact.
* The Product Owner does not need to write all of the Product Backlog items by themselves or before handing them over to the Scrum Team. They can involve others in creating or contributing to them, such as customers, users, stakeholders, or Developers. They can also add or modify them at any time during the product development process, as long as they are clear and ready for selection in Sprint Planning.
References:
* [Scrum Guide], page 6, section "Product Owner"
* [Scrum Guide], page 11, section "Product Backlog"
* [Scrum Guide], page 10, section "Product Goal"
* [Scrum Guide], page 12, section "Product Backlog Refinement"
* [Scrum Guide], page 14, section "Sprint Planning"
NEW QUESTION # 54
A product's success is measured by:
(choose the best three answers)
Answer: B,C,E
Explanation:
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 # 55
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