ENSURED SUCCESS SCRUM PSPO-II EXAM QUESTIONS - 100% MONEY BACK GUARANTEE

Ensured Success Scrum PSPO-II Exam Questions - 100% Money Back Guarantee

Ensured Success Scrum PSPO-II Exam Questions - 100% Money Back Guarantee

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Scrum Professional Scrum Product Owner II Sample Questions (Q10-Q15):

NEW QUESTION # 10
A separate Product Backlog is needed for every:
(choose the best answer)

  • A. Portfolio.
  • B. Product.
  • C. All of the above.
  • D. Program.
  • E. Scrum Team.

Answer: B

Explanation:
According to the Professional Scrum Product Owner™ II certification guide1, a Product Backlog is an ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team.
The Product Backlog is owned by the Product Owner, who is accountable for maximizing the value of the product resulting from the work of the Scrum Team. Therefore, a separate Product Backlog is needed for every product, not for every Scrum Team, portfolio, program, or all of the above. Multiple Scrum Teams can work on the same product and share the same Product Backlog2. A portfolio or a program may consist of multiple products, each with its own Product Backlog3. References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org 2: What is a Product Backlog? | Scrum.org 3: Product Backlog Explained [+ Examples] | Atlassian


NEW QUESTION # 11
Which would be a desired outcome of using an agile approach? (choose the best answer)

  • A. Eliminating business risk exposure.
  • B. Maximize predictability
  • C. Decreasing non-value-added waste.
  • D. All of the above.
  • E. Maximizing productivity.

Answer: C


NEW QUESTION # 12
A "cone of uncertainty" can be used to do what?
(choose the best answer)

  • A. Visualize the uncertainty of the potential value that a Scrum Team delivers over time.
  • B. Represent the relative level of difficulty for predicting the velocity of individual team members.
  • C. Determine whether to cut quality, similar to the "Iron Triangle" of project management.
  • D. Rapidly identify and prioritize all uncertainties.

Answer: A

Explanation:
A "cone of uncertainty" is a graphical representation of the evolution of the amount of uncertainty during a project. It shows that at the beginning of a project, there is a high degree of variability and unpredictability in the estimates of the scope, cost, time, and value of the product. As the project progresses, more information and feedback are gathered, and the uncertainty decreases, reaching zero when the product is delivered and validated. A "cone of uncertainty" can be used to visualize the uncertainty of the potential value that a Scrum Team delivers over time, and to guide the empirical process of inspection and adaptation. By using a "cone of uncertainty", a Scrum Team can:
Align the expectations of the stakeholders and customers with the reality of the complex and dynamic environment.
Avoid making premature or unrealistic commitments based on inaccurate or incomplete estimates.
Embrace change and experimentation as opportunities to learn and deliver more value.
Inspect the actual value delivered and the feedback received, and adapt the product vision, strategy, and backlog accordingly.
Forecast the range of possible outcomes and the level of confidence for each Sprint and release.
The other options are not valid uses of a "cone of uncertainty". A "cone of uncertainty" does not represent the relative level of difficulty for predicting the velocity of individual team members, as velocity is a measure of the amount of work done by the whole Scrum Team, not by individuals. A "cone of uncertainty" does not rapidly identify and prioritize all uncertainties, as uncertainties are not always known or quantifiable, and may change over time. A "cone of uncertainty" does not determine whether to cut quality, similar to the "Iron Triangle" of project management, as quality is not a variable that can be traded off in Scrum, but a non-negotiable aspect of the Definition of Done and the value proposition of the product.
References:
Professional Scrum Product Owner™ II Certification
Managing Products with Agility
Cone of Uncertainty - Wikipedia


NEW QUESTION # 13
You are the Product Owner at a small company with a single product. You have authority over pricing, promotion, and how much is invested in new features or capabilities. Your product has:
. High Current Value - as indicated by high customer satisfaction.
. High Unrealized Value - as indicated by low market share.
Using those two data points, what is the first action you should take to increase the business performance of the product?
(choose the best answer)

  • A. Improve the marketing of the product to attract a greater number of customers.
  • B. Drop the price for the product to attract a greater number of customers.
  • C. Increase the number of product features to attract a greater number of customers.
  • D. Release an identical product to market, but give it a new product name.

Answer: A

Explanation:
= Based on the Evidence-Based Management (EBM) framework, your product has a high Current Value (CV), which means that it delivers value to the existing customers and meets their needs and expectations. However, it also has a high Unrealized Value (UV), which means that there is a large gap between the potential and actual use of the product in the market. This indicates that your product has a low awareness, reach, or appeal among the potential customers who could benefit from it.
To increase the business performance of the product, you need to reduce the UV and increase the Ability to Innovate (A2I), which is the ability to deliver future value. One way to do this is to improve the marketing of the product, which can help you to communicate the value proposition, differentiate the product from the competitors, and attract a greater number of customers. This can also provide you with more feedback and data to inform your product strategy and backlog prioritization.
The other options are not the best actions to take, because they either do not address the root cause of the high UV, or they may compromise the CV or A2I of the product. Increasing the number of product features may not necessarily increase the value or the demand for the product, and it may also increase the complexity and the cost of development. Releasing an identical product with a new name may confuse the customers and dilute the brand identity, and it may also create legal or ethical issues. Dropping the price for the product may not be a sustainable or profitable strategy, and it may also affect the perceived quality or value of the product. References := Professional Scrum Product Owner II Certification, Managing Products with Agility, Evidence-Based Management


NEW QUESTION # 14
As an investor or shareholder, which of the following measures might give you insight about whether a product is delivering value? (Choose all that apply)

  • A. The weekly velocity of the Developers
  • B. Product profitability
  • C. Market Share
  • D. Revenue per Employee
  • E. The average selling price as compared to close competitors

Answer: B,C,E


NEW QUESTION # 15
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