FREE PDF CHEAP PSPO-II DUMPS–AUTHORIZED REAL SHEETS FOR PSPO-II

Free PDF Cheap PSPO-II Dumps–Authorized Real Sheets for PSPO-II

Free PDF Cheap PSPO-II Dumps–Authorized Real Sheets for PSPO-II

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Scrum Professional Scrum Product Owner II Sample Questions (Q29-Q34):

NEW QUESTION # 29
Which phrase best describes a Product Owner?
(choose the best answer)

  • A. Requirements engineer.
  • B. Go-between for the Developers and customers.
  • C. Team manager.
  • D. Value maximizer.

Answer: D

Explanation:
According to the Scrum Guide, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team1. This means that the Product Owner is responsible for defining, prioritizing, and delivering the features and functionalities that create the most value for the customers, users, and stakeholders of the product2. The Product Owner does this by managing the Product Backlog, collaborating with the Developers and the Scrum Master, validating the product assumptions and hypotheses, and measuring the outcomes and impacts of the product3. The Product Owner is not just a go-between, a requirements engineer, a team manager, or any other traditional role, but rather a value maximizer who drives the product vision and strategy, and ensures that the product delivers the desired benefits and solves the real problems4


NEW QUESTION # 30
Conducting small experiments to validate concepts with customers provides valuable insights into the potential value of proposed solutions. However, the financial department at ABC company feels that the experiments are not cost-effective.
What is the appropriate response to the finance department? (choose the best answer)

  • A. Proposed solutions are likely to succeed as they are based on market research.
  • B. Experiments are only required in very limited circumstances as reviews by stakeholders can often achieve the same or better results.
  • C. It is more cost-effective to allocate a small sum of money to validate a solution than to create a solution that does not meet the customer's actual needs.
  • D. Experiments should not be run on products that are already launched because experiments are only effective for new products.

Answer: C


NEW QUESTION # 31
What is a benefit of frequent product releases?
(choose the best answer)

  • A. Smaller, more frequent releases are less risky.
  • B. They help teams better understand and meet customer needs.
  • C. None of the above.
  • D. They enable teams to inspect and adapt more frequently.
  • E. All of the above.
  • F. They help teams to learn how to correct and eliminate errors.

Answer: E

Explanation:
Frequent product releases are beneficial for several reasons. They enable teams to inspect and adapt more frequently, which means they can get faster feedback, validate their assumptions, and improve their product incrementally. They help teams better understand and meet customer needs, which means they can deliver more value, increase customer satisfaction, and build trust and loyalty. They help teams to learn how to correct and eliminate errors, which means they can reduce waste, improve quality, and prevent technical debt. Smaller, more frequent releases are less risky, which means they can reduce uncertainty, avoid big-bang failures, and enable faster recovery123. References: 1: Managing Products with Agility 2: Understanding and Applying the Scrum Framework 3: Evolving the Agile Organization


NEW QUESTION # 32
When the Product Owner is too busy to work with all of the teams in a multi-team product development effort, which strategy will help them?
(choose the best answer)

  • A. Assign sub-Product Owners to each Scrum Team.
  • B. All of the above.
  • C. Add component team Product Owners.
  • D. Communicate a clear Product Goal and delegate some activities to the Developers.
  • E. Enlist the Program Management Office to help coordinate work.

Answer: D

Explanation:
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are also accountable for effective Product Backlog management, which includes clearly expressing Product Backlog items, ordering them to best achieve goals and missions, ensuring that the Product Backlog is transparent, visible and understood. The Product Owner may do the above work or may delegate the responsibility to others. However, the Product Owner remains accountable1.
When working with multiple Scrum Teams on the same product, the Product Owner should ensure that there is a shared understanding of the Product Goal among all the teams and stakeholders. The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before taking on the next2. The Product Owner should also collaborate with the Developers to create and refine Product Backlog items that are valuable, feasible, and testable. The Developers are accountable for creating a plan for the Sprint, the Sprint Backlog1. The Product Owner should trust the Developers to self-organize and deliver the most valuable increments possible.
The other options are not recommended strategies for the Product Owner, as they may introduce unnecessary complexity, confusion, and waste. Adding component team Product Owners, enlisting the Program Management Office, or assigning sub-Product Owners may create silos, dependencies, and conflicts among the teams and stakeholders. These roles may also undermine the authority and accountability of the Product Owner, and reduce the transparency and alignment of the Product Backlog. The Product Owner should work with the Scrum Master and the Developers to find ways to optimize the value delivery and collaboration across the teams, rather than creating intermediaries or proxies34. Reference: 1: Scrum Guide 2: Understanding and Applying the Scrum Framework 3: Managing Products with Agility 4: Evolving the Agile Organization


NEW QUESTION # 33
If burndown charts are used to visualize progress, what do they track?
(choose the best answer)

  • A. Work remaining across time.
  • B. Accumulated cost.
  • C. Accumulated business value delivered to the customer.
  • D. Individual worker productivity.

Answer: A

Explanation:
Explanation
A burndown chart is a graphical tool that shows the amount of work remaining versus time. It is often used to track the progress of a Sprint or a release. The work remaining is usually measured in terms of effort, such as hours or story points, and it is plotted on the vertical axis. The time is measured in terms of days or weeks, and it is plotted on the horizontal axis. The burndown chart starts with the total amount of work at the beginning of the Sprint or release, and it ideally ends with zero work at the end. The slope of the burndown chart indicates the rate of progress, or the velocity, of the Scrum Team12.
The other options are not what burndown charts track. Accumulated cost, accumulated business value, and individual worker productivity are not relevant or useful metrics for Scrum Teams, as they do not reflect the value or the quality of the product. Scrum Teams focus on delivering potentially releasable increments of the product that meet the Definition of Done, and they use empirical feedback to inspect and adapt their work13. References: 1: Understanding and Applying the Scrum Framework 2: Burndown Chart 3: Managing Products with Agility


NEW QUESTION # 34
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