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| Section | Objectives |
|---|---|
| Topic 1: Understanding and Applying the Scrum Framework | - Scrum Artifacts
- Scrum Events
|
| Topic 2: Managing Products with Agility | - Product Backlog Management
- Complexity and Empiricism - Product Vision - Product Value |
| Topic 3: Evolving the Agile Organization | - Portfolio Planning - Evidence-Based Management (EBM) - Organizational Design and Culture |
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NEW QUESTION # 66
Your product ' s nearest competitor has lower market share, but has higher customer satisfaction, though they lack some key features of your product. You are losing market share to them as customers discover them. They release 3 times faster than you, which is helping them to win customers. What should you do first in response?
(choose the best answer)
Answer: D
Explanation:
Verified answer: C
Very Very Short Explanation: According to the PSPO II guidelines, the focus should be on improving time-to- market and rate of innovation to enhance responsiveness . This aligns with the principles of agility and Scrum, which emphasize the importance of delivering value quickly and responding to market changes123.
By improving these areas, you can better meet customer needs and compete more effectively in the market.
NEW QUESTION # 67
The environment in which a product will be used changes and emerges continually. What is the effect on the Product Backlog?
(choose the best answer)
Answer: A
Explanation:
Option B is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is a living artifact that represents the current understanding of what the product needs to be most valuable for the customers and the stakeholders1. The Product Backlog is not a fixed or static document, but rather an emergent and dynamic one that adapts to the changing environment, needs, and feedback. The Product Owner is accountable for managing the Product Backlog and ensuring that it is transparent, ordered, and refined2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Backlog items based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product vision, value proposition, user stories, experiments, and evidence-based management, to define, validate, and prioritize the Product Backlog items5 .
Option A is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a requirements specification document, but rather a list of hypotheses and assumptions that need to be tested and validated in the real world5. The Product Backlog items are not detailed or fixed upfront, but rather refined and clarified as they get closer to implementation2. Updating the requirements specification document to ensure stability implies a plan-driven and predictive approach that does not embrace change and feedback, and that does not optimize value delivery.
Option C is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a project plan, but rather a product roadmap that guides the development of the product. The Product Backlog does not have a predefined end date or scope, but rather evolves and changes as the product grows and matures1. Keeping the Product Backlog the same until the end of the project implies a plan-driven and predictive approach that does not embrace change and feedback, and that does not optimize value delivery.
Option D is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a disposable artifact, but rather a cumulative and iterative one that builds on the previous work and learnings1. The Product Backlog items are not discarded or replaced, but rather refined and updated as the product evolves and changes2. Archiving the Product Backlog and creating a new one implies a disruptive and wasteful approach that does not leverage the existing knowledge and feedback, and that does not optimize value delivery.
References:
1: Product Backlog
2: Product Backlog Management
3: Empiricism
4: Stakeholders & Customers
5: Product Vision
6: Product Value
7: Evidence-Based Management
8: [Agile Manifesto]
9: [Product Roadmap]
10: Product Owner Accountabilities
11: Sprint Review
12: Product Backlog Refinement
13: [User Stories]
14: [Value Proposition]
15: [Experiments]
NEW QUESTION # 68
Your product's nearest competitor has lower market share, but has higher customer satisfaction, though they lack some key features of your product. You are losing market share to them as customers discover them. They release 3 times faster than you, which is helping them to win customers. What should you do first in response?
(choose the best answer)
Answer: D
Explanation:
Verified answer: C
Very Very Short Explanation: According to the PSPO II guidelines, the focus should be on improving time-to-market and rate of innovation to enhance responsiveness . This aligns with the principles of agility and Scrum, which emphasize the importance of delivering value quickly and responding to market changes123. By improving these areas, you can better meet customer needs and compete more effectively in the market.
NEW QUESTION # 69
You are a Product Owner for a product that publishes customer usage rates by feature.
An influential stakeholder does not believe the data showing the usage rates, and insists that a particular feature is essential, despite data showing low usage rates. The stakeholder believes that measuring feature usage is a waste of time.
As Product Owner you have confirmed that the data is accurate and believe that the data is valuable to help you and your team. What should you do?
(choose the best answer)
Answer: B
Explanation:
As a Product Owner, you are accountable for maximizing the value of the product and the work of the Scrum Team. To do this, you need to have a clear understanding of the product vision, the product value, and the product backlog management. Measuring feature usage is one way to gather empirical evidence of the value delivered by the product and the feedback from the customers and users. This data can help you validate or invalidate your assumptions, prioritize the product backlog items, and inspect and adapt the product strategy.
Therefore, measuring feature usage is not a waste of time, but a valuable practice for agile product management.
Moreover, as a Product Owner, you are also responsible for engaging with the stakeholders and customers, and providing them with transparency and openness. This means that you should share the data and the insights you gain from it with them, and invite them to collaborate with you and the Scrum Team. This can help you build trust and alignment, and foster a culture of experimentation and learning. Therefore, you should not hide the data or stop measuring it, but rather use it as a basis for constructive dialogue and decision making.
References:
Professional Scrum Product Owner™ II Certification
Managing Products with Agility
Evidence-Based Management
NEW QUESTION # 70
True or False: Release Frequency means: The time spent correcting product problems between the point the developers say it is ready to release and the point where it is actually released to customers.
Answer: B
NEW QUESTION # 71
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