PSPO-II Practice 2

You are a Product Owner joining an existing Scrum Team that has been working together for eight Sprints. The Developers have grown to have a good understanding of the functionality and business of the product they have been building. As the new Product Owner, what are the two most effective ways for you to onboard? (Choose all options that apply)

• • You start building a good relationship with the stakeholders of the product. Ongoing interaction with them is important to regularly align with changing organizational or market expectations. You also invite the right stakeholders to the Sprint Review meeting.

• • You have the Developers send you daily updates on changing business priorities. The Daily Scrum allows the Developers to adapt to the changes in scope without delay.

• • You make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog when they are handed over to the Developers. This is best done by capturing the functional requirements during an analysis phase, resulting in documents that are considered the working product of such analysis Sprints.

• • You rely on the Developers and the stakeholders to formulate the Product Backlog, as they are the ones most knowledgeable. By asking them questions and working with them you will quickly be up to speed.

As a Product Owner, you have sufficient data showing the outcome of the last release. The information shows that very few people are utilizing the new functionality and a number of features are never being used. Which of the following actions could you take to further evaluate this unexpected result? (Choose all that apply)

• • Spend more time talking with your users to understand their needs.

• • Evaluate whether the features are solving the intended problems.

• • Run experiments to increase your understanding of your customer needs.

• • Turn off the features that are never used and seek more user feedback.

As the Product Owner of a product that tracks the usage rate of its features by customers, you have encountered an influential stakeholder who is skeptical of the usage data and insists that a particular feature is essential, despite data showing low usage rates. The stakeholder considers monitoring feature usage to be a pointless endeavor. You have verified that the data is correct and consider it to be useful for you and your team. What is your next move? (choose the best option)

• • Stop measuring feature usage to please the stakeholder.

• • Keep measuring usage but don't make it public, use it for decision-making.

• • Keep measuring and openly share the data for transparency, and use it for decision-making.

• • All of the above.

You have a Scrum Team that has been working together for over a year. The team consists of 11 Developers who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog. What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (Choose all that apply)

• • The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.

• • The Product Owner doesn't set objectives that he/she wants to achieve with upcoming Sprints.

• • The Sprints are too long.

• • There are too many people on the scrum team

• • Scrum might not be the best framework for this team.

Ken, who serves as the Product Owner for a Scrum Team, has faced an increase in workload due to the expansion of the product. Three Scrum Teams are currently needed and another may be added. To alleviate burnout, what is the best solution? (Choose the best option)

• • Assign experienced team members to play the Product Owner role, freeing up Ken to only concentrate on reviewing and accepting stories.

• • Have multiple Product Owners and divide the main product backlog into smaller ones based on the number of Scrum Teams.

• • Appoint additional Product Owners but have Ken serve as the Lead Product Owner and manage a single product backlog.

• • Delegate Product Backlog Management Activities to others & seek guidance from Scrum Master.