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As Sprint Planning progresses, the workload is getting to be greater than the Developer's
capacity to meet the Sprint Goal. Which actions make the most sense to take?
(choose the best two answers)
According to the Scrum Guide, the Developers are accountable for creating a plan for the Sprint, which includes selecting the Product Backlog items that they can deliver in the Sprint1. If they realize that the workload is too high, they have two options: either reduce the scope or increase the capacity.Reducing the scope means removing or changing some of the Product Backlog items, in agreement with the Product Owner, so that the Sprint Goal can still be achieved2.Increasing the capacity means adding more Developers to the team, but this is not recommended, as it can disrupt the team dynamics, lower the quality, and increase the communication overhead3.Therefore, the best actions to take are A and B, as they respect the self-organization and collaboration of the Scrum Team, and allow them to deliver a valuable and potentially releasable Increment at the end of the Sprint4.
As a Product Owner you become aware that the quality assurance criteria, defined in the
Definition of Done, were not met for the latest Increment. Which of the following statements are
true?
(choose the best four answers)
According to the Professional Scrum Product Owner II certification guide1, the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the Increment. If the Definition of Done is not met, the Increment is not Done and cannot be released. Therefore, the following statements are true:
A . The next Sprint may be interrupted when quality issues are encountered. This is true because the Scrum Team may have to spend time fixing the quality issues in the previous Increment before working on the new Sprint Backlog items. This may affect the Sprint Goal and the delivery of value.
C . The indication of progress on the Product Backlog is not transparent. This is true because the Product Backlog items that were supposedly Done in the previous Sprint are actually not Done according to the Definition of Done. This means that the Product Owner cannot accurately forecast the release plan and the stakeholders cannot trust the progress reports.
D . The Scrum Team should not release the Increment. This is true because releasing an Increment that does not meet the Definition of Done may compromise the quality, usability, and value of the product. It may also damage the reputation and trust of the Scrum Team and the organization.
E . The incomplete Sprint Backlog items should be returned to the Product Backlog. This is true because the Sprint Backlog items that were not Done according to the Definition of Done are still part of the Product Backlog. The Product Owner should re-order them based on their value and priority and decide when to include them in the next Sprint.
The following statement is false:
B . The project manager cannot effectively update the plan. This is false because there is no project manager role in Scrum. The Product Owner is responsible for managing the Product Backlog and the value delivery, while the Scrum Master is responsible for facilitating the Scrum process and removing impediments. The Developers are responsible for managing the Sprint Backlog and the quality of the Increment.
Your stakeholders are very demanding and each of them has at least one feature that they say
is essential for the next release. As the Product Owner, you have validated that the feature
requests are all valid requests and would likely add value to your product. What should you do?
(choose the best answer)
Focus on Value:Scrum emphasizes delivering increments of value early and often. Each release should focus on a clear outcome for users, even if it doesn't encompass every desired feature.
Iterative Approach:Releasing a smaller, focused increment lets you gather feedback, course-correct, and add features incrementally based on what provides the most value.
Stakeholder Management: Involve stakeholders in the prioritization process, explaining the rationale behind focusing on a specific outcome to gather input and secure buy-in.
You work for a large financial institution. Your products have many interdependencies: you have
mobile, web, and ATM product interfaces to financial products like savings, checking, spending,
electronic payments, credit cards, and investments. When any of these financial products
change, the changes ripple throughout the mobile, web, and ATM clients, and maintaining
consistency is challenging. What should you do to reduce this problem?
(choose the best answer)
A is correct because forming products that are as independent as possible reduces the complexity and dependency of the product development, and allows each product to deliver value faster and more frequently1.Coordination among the products is still necessary to ensure alignment and consistency, but it should not be centralized or imposed by a higher authority2.B is incorrect because creating a centralized, coordinated cross-product Development Plan goes against the principles of empiricism, self-organization, and agility that Scrum promotes3.C is incorrect because appointing a Project Lead to oversee all the products undermines the accountability and autonomy of the Product Owners and the Scrum Teams4.D is incorrect because ensuring that the PMO manages the inter-product dependencies creates a layer of bureaucracy and control that hinders the collaboration and innovation of the Scrum Teams5. E is incorrect because it includes all the wrong answers.
Which of the following activities should a Product Owner never do?
(choose the best answer)
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
