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WorksheetsProfessional Scrum Product Owner (PSPO)
Total questions: 78
Worksheet time: 1hrs 18mins
Marian is the Product Owner envisioning a project for a new release of her product. She made a projection of a release date based upon a sustained velocity of 17 completed units of work per Sprint. Over the first 3 Sprints, the average velocity was 13 for work that developers estimated as 90% done. Developers, feeling the need to meet the plan, figured that a velocity of 17 was within their reach. A good way to continue is:(choose the best option)
Developers make sure that all of the selected scopes per Sprint is as Done as possible. The undone work is estimated and added to the Sprint Backlog of the next Sprint, so it doesn’t mess up the Product Backlog.
Add enough people to developers for the deadline to be made.
The opportunity to inspect and adapt is lost. Opaqueness has replaced transparency. Predictability has dropped below zero. The produced software is not usable. As the rules of Scrum have not been respected, it is the Scrum Master’s duty to assess whether repair is possible, or a restart with a more reliable team. If not, the Scrum Master should cancel the project.
Developers should remind Marian to find funding for enough Release Sprints in which the remaining work can be done.
Where does a Product Owner maintain and prioritise stories?
Requirements Document
Design Blueprint
Product Backlog
Demo
What is RIGHT about Product Owner?
Assigning work to team members
Owns the backlog & what order it’s in
Creates ‘ALL’ user stories
Estimates stories for the team
Select Anti-Patterns of Product Owner (select 1 or more)
Not involving team in refining/prioritization
Not engaging customers & business stakeholders
Not understanding the business needs
Not saying No
The Product Owner is one person, not a committee.
True
False
What is NOT right about Product Owner?
Product Owner understands where the value lies
Product Owner need to have good communication and motivation skills
Product Owner has a vision for the product
Product Owner commits for the team
The product backlog is owned by the
Product Team Members
Agile Coach
Domain Owner
Product Owner
The Sprint Backlog is owned by the
Product Team Members
Agile Coach
Product Team
Product Owner
How much time is required after a Sprint to prepare for the next Sprint?
Enough Time for team to finish the testing
None, New Sprint Starts Immediately
Enough time for team to prepare and finalise the requirements
All of the above depending on the situation
Definition of Done may vary significantly per Scrum Team but how does Definition of Done help the Scrum Team? (choose all options that apply).
Definition of Done is used to assess the quality measures required when work is complete on the product Increment.
Definition of Done guides developers to decide how many Product Backlog items can be selected during Sprint Planning.
Definition of Done ensures artifact transparency by providing everyone a shared understanding of what work was completed as part of the Increment.
Definition of Done helps in inspection and adaptation by providing cadence in the form of its scrum events.
Definition of Done helps to calculate the velocity of the Scrum Team which helps the team to forecast the upcoming work in the future sprint.
Which statement can be considered an Increment? (choose the best option)
A UML diagram that describes the functionalities in the future Sprints.
A user interface layout designed for the software.
The sum of all the Product Backlog items completed during the Sprint and the value of the increments of all previous Sprints.
The sum of all the Product Backlog items completed during the Sprint.
How could the Product Owner reduce the potential waste? (choose the best option)
By deferring the decision to the last actionable moment - like not detailing the product needs until they are closer for consideration.
Removing one team member as the team increases productivity.
Working with the Scrum Master and identifying what kind of technical documents are not required.
Working with developers and identifying what kind of technical documents are not required.
Mark is a product owner for a scrum team. He decides for each sprint what items will go into the sprint backlog during sprint planning. He is growing increasingly frustrated with developers not able to complete the task items he has chosen for the sprint. What should Mark do to help developers reach the sprint goal? (choose the best option)
Mark should work with the scrum master to find a resolution to this issue.
Mark should encourage developers to work more hours, spending weekends if necessary working towards completing the sprint goal.
Mark should work more closely with developers; items should not be added to the sprint backlog unless developers can commit to completing the items within the sprint.
Mark should work to find more competent developers able to deliver what he decides for each sprint.
Mark is a product owner for a scrum team. He wants to get some additional product backlog items added to the current sprint backlog. Sprint planning has already happened, what should Mark do? (choose the best option)
Mark should bring it up at a daily scrum meeting and discuss it with developers; adding additional time to the daily scrum if needed.
Mark should hold a separate meeting with developers and discuss the options of adding some additional items; developers can consider the possibility and may be able to accommodate the additional work.
Mark should just add the items to the sprint backlog, the self-managing Developers will figure out the best way to accommodate the additional work.
Mark should consult with the scrum master; the scrum master will make the final call as to whether the work will be added to the current sprint.
Sunil is a product owner for a scrum team. A two-week-long sprint began four days ago and the team is well on their way towards meeting the sprint goal. Sunil has just learned that five of the six features chosen for the current sprint are features the customer no longer wishes to implement and the sixth item is not complete yet. What should Sunil do? (choose the best option)
Sunil should shove work items into the sprint backlog from the product backlog to fill the gap left by the obsolete features.
Sunil should let developers finish their work as they have already begun; the customer may change their mind and want the features implemented in the future.
Sunil should consider canceling the current sprint and begin a new sprint immediately; the one item that is not obsolete can be placed back in the product backlog and reevaluated for the newsprint.
Sunil should suggest that the scrum master should consider canceling the current sprint and begin a new sprint immediately; the one item that is not obsolete can be placed back in the product backlog and reevaluated for the newsprint.
Agile is an iterative approach to project management and software development that helps teams to deliver value to their customers faster. Planning in Agile should be done at what level? (choose the best option).
At features level as customers get no value from activities.
At features level as features are not independent.
At activities level as activities are independent.
At activities level as customers get no value from features.
Which of the following are Scrum Artifacts? (choose all options that apply)
Product Goal
Increment
Sprint Backlog
Product Backlog
Sprint Goal
The Scrum Team gathers for Sprint Planning meeting. The Product Owner has some stories but the team finds that stories do not provide enough information to make forecast. The immediate next best thing to do is (choose the best option)
The Scrum Master cancels the Sprint.
Developers proceed with starting with whatever is known.
Developers make it transparent that they cannot make a forecast.
The Scrum Team discusses the root cause in the retrospective.
Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. Who has the final deciding authority on whether to release it or not? (choose the best option).
Developers
The Product Owner
The Scrum Master
The Scrum Team
The stakeholders
After Sprint Planning, Product Owner finds that it makes sense to develop a new functionality. (choose the best option)
Developers will add that to the Sprint Backlog.
Developers can review that for selection in the next Sprint.
Developers can swap existing functionality for the new functionality.
Developers can create a technical spike & pull this to the current sprint.
True or False, a Product Backlog Item can be re-estimated, reordered, modified but they can never be removed from Product Backlog?
True
False
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software is an Agile Principle. Which scrum practice helps the most in achieving this Agile objective? (choose the best option).
Daily Scrum
Sprint
Release Planning
Sprint Planning
Sprint Review
True or False, In large organizations multiple scrum teams work on the same product. In this scenario, Scrum Team should use a single Product Backlog?
True
False
Sam is a developer within a scrum team. Sam believes that top item in the product backlog is not very clear. He asks the other Developers if they understand it. They have expressed to Sam that it does seem unclear and they are not able to help. What should Sam do? (choose the best option)
Sam should discuss his concerns with the product owner; if the product owner is unable to clarify then the item should not be chosen for the current sprint until the item can be clarified.
Sam should let the item be included in the current sprint and do what he can; bringing up his questions about the item during the sprint review.
Sam should just work on the item for the current sprint and hope that his questions get answered through progressive elaboration.
Sam should do nothing; the product backlog is the responsibility of the product owner and the clarity of the item is not his concern.
Which statement describes the meaning of Agile Manifesto value “customer collaboration over contract negotiation”? (choose the best option).
Agile approaches encourage you not to focus too much on negotiating contracts, since most vendors are just out for themselves anyway.
Agile approaches focus on what we are trying to build with our vendors, rather than debating the details of contract terms.
Agile approaches prefer not to use contracts, unless absolutely necessary because they hamper the ability to respond to change requests.
Agile approaches recommend that you only collaborate with vendors who are using Agile processes themselves.
True or False, During a sprint, it was found that the work scheduled for the sprint is more than was estimated during Sprint Planning & few items in the Sprint Backlog cannot be finished by the end of the Sprint. In this situation, it is ok to cancel the Sprint?
True
False
The Product Owner wants to apply a few security and performance-related non-functional requirements to the Product. What is the recommended way to add these NFR so that it can be delivered and implemented on time? (choose the best option).
Find a way to convert security and performance-related NFRss into Product features and add to the sprint backlog.
Add the security and performance-related NFRs to the Definition of Done and verify every Increment against these criteria.
Create a new user story for every requirement in the Product Backlog & pass this to security and performance team.
Security and performance-related NFRs are not in-scope of Scrum. It should be taken care of the outside of Scrum at the system/application level.
Identify the focus areas that are not considered in executing Value-Driven Development by the Product Owner? (choose all options that apply).
Removal of impediments hindering Developer’s progress.
Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done.
Coach of the team members in self-management and cross-functionality.
Product Release Decision Maker.
Product Value Maximizer.
What all activities can lead to improvement in current value (CV)? (choose the best three options)
Improving usability.
Improving customer or user outcomes.
Improving delivery pipeline.
Removing technical debt.
Creating a happier workplace.
To seize a newly emerged market opportunity, value delivery has to speed up at least temporarily. Managers are proposing mandatory overtime, others adding new freelance staff, yet others lowering the definition of “Done”. What is the most appropriate action to take in this situation? (Select the best answer.)
Let management mandate overtime but let them define a duration.
Analyze the entire production process and identify bottlenecks slowing value delivery down. Do this using Value Stream Mapping (VSM).
Analyze and optimize the Development Team’s utilization rates.
All provided answers are correct.
Work with HR to increase the number of staff.
What is the Product Management Vacuum? (choose the best answer)
The gap between the Product Vision and the Product Strategy.
The gap between the Product Strategy and the Business Strategy.
The gap between Company Vision and Business Strategy.
A gap between the larger organizational goals and the work that Developers do day-to-day.
Which statement best describes the Key-Value Area of Current Value (CV)? (choose the best option)
It seeks to quantify the organization’s ability to deliver new capabilities, products, or services quickly.
It seeks to quantify the ability to deliver new capabilities that may more closely match the needs of the customer.
It seeks to quantify the potential future value the organization could realize by meeting the needs of all potential customers perfectly.
It seeks to quantify the value that the product is delivering to customers at this point.
At the Sprint Planning, the Developers are not able to forecast the number of Product Backlog items it can do in the upcoming Sprint due to unclear requirements. The Product Owner, however, was able to clearly define the business objective he hopes to achieve in the Sprint. Which of the following two actions would you support? (choose all that apply)
Allow the Developers as much time as needed to review the Product Backlog items and reconvene with the Product Owner when they are confident enough to make a forecast for the Sprint.
They discuss in the upcoming Sprint Retrospective why this happened and what changes will make it less likely to occur again.
If all agree they can extend the Sprint Planning until the Developers can forecast enough Product Backlog items before starting the implementation.
The Developers forecast the most likely Product Backlog items to meet the business objective and create a Sprint Backlog based on a likely initial design and plan. Once the time-box for the Sprint Planning meeting is over, they start implementation and continue to analyze, decompose, and create additional functionality during the Sprint.
What maximize the organization’s ability to deliver new capabilities and innovate solutions? (choose the best option)
Unrealized Value (UV).
Time to Market can improve.
Ability to Innovate Goal.
Ability to Innovate KVM.
You are dealing with multiple stakeholders on a daily basis so that you can gather their feedback and understand their needs & requirements. So far you validated that all of the suggested features are valid and valuable to your product but unfortunately you do not have time to include all of them in the upcoming release. How should you proceed? (choose the best answer)
Plan to postpone the release until all of the features are implemented.
Work on satisfying the needs of three stakeholders with the most influence, then release.
Bring in the CEO of the company to help you decide which features will be included in the release.
Decide to release as soon as you can satisfy one outcome, regardless of whether all features are implemented or not.
The product owner is leading the Scrum Team to decide which features they should include first in the Sprint Backlog . They decided to select the most important features by identifying which features will bring the most benefits if implemented, as well as the penalty incurred if not implemented, on a relative scale of 1 to 9. What is this method called?(choose the best option)
Relative weighing prioritization.
Value base computation estimate.
Must-have prioritization.
Darwinism estimation.
Which Key Value Area (KVA) suggests the potential future value that could be realized if the organization could perfectly meet the needs of all potential customers. (choose the best option)
Current Value KVM
Unrealized Value (UV)
Ability to Innovate Goal
Unrealized Value KVM
Which of the following statements describe your involvement, as a Product Owner, in the release process? (choose all that apply)
Involve the Release Department so they can help release the Product to the customer in a more efficient manner.
Support the Developers in getting ownership of the release process. This will eventually lead to lower cost of valuable time in dealing with other Release Department members.
Understand that releases are a technical endeavor and that the Developers need to undertake it, as they are a self-organizing team
Bring up the topic during the Sprint Retrospective and discuss with the team how you can deliver more value and how to become faster in delivering value.
Which of the following statements is TRUE about the Sprint Backlog?
It is helpful to have the sprint backlog defined before the sprint planning.
The Developers own the Sprint Backlog.
The Product Owner has the final say on the scope and the ordering of the Sprint Backlog.
The Developers commit to completing the Sprint Backlog by the end of the Sprint time-box
In SCRUM, every product needs a _____________.
Product Owner
comprehensive business plan
deadline
finalized requirements documentation
All of the above
You are a Product Owner that has been building a product for a specific user group in mind. As your product"s customer bas grows, you begin to notice that different user groups have been using the product in different ways. Which of the following would be the best action to take?
No action needed. Focus on delivering the features that were committed to at the steering committee.
Ensure that every release provides something that satisfies all groups of users.
Create separate marketing campaigns for each group to attract more users and drive revenue.
Evaluate whether you could provide better business value by building different products to serve each user group.
What is the stance of the product owner during the sprint retrospective?
A peer Scrum Team member
A Manager
A Scribe
He/She does not have to be there.
You are a Product Owner hired to take the lead on a new company initiative. As the one responsible for the success of the Product Vision. Which is the best approach for defining the Product Vision?
Take some time alone to focus on what the vision should look like and present it to the steering committee for approval.
Fully formulate the Product Backlog first and then define the Product Vision based on the "must have" features.
Collaborate with the stakeholders, Scrum Team, customers and users to develop an initial Product Vision that is clear and inspiring. Iterate and improve it over time.
Have your stakeholders, Scrum Team, customers and users submit different Product Visions. When enough suggestions have been collected, facilitate a session to vote on the best one. This creates a formal agreement to protect the Product Vision from changing during development.
Which preferred Product Owner stance helps people to align around the product vision and get people excited to join the case?
The Visionary
The Subject Matter Expert
The Manager
The Influencer
Which of the following is a benefit of using Scrum as an agile approach?
Managing the business' exposure to risk
Managing team member utilization.
Increasing team velocity
On-time deliver of fixed scope
All of the above
Which statement best describes the Sprint Review?
An opportunity for the Product Owner to evaluate the results of the Developers.
A demonstration of functionality completed in the Sprint
An opportunity to Inspect the Increment and adapt the Product Backlog
An inspection of all the work done in the Sprint by the Developers
Which of the following would be the best reason for reducing investment in a product?
When the Unrealized Value is very low.
When the Current Value is very low
When the Current Value is very hight.
When the Unrealized Value is very high.
None of the above
Each ________ has a separate Product Backlog.
product
Scrum Team
testing team
portfolio
All of the above
Your organization"s portfolio consists of several products. Management has decided to place the lead revenue generating product into maintenance mode, taper off its investment, and seek other opportunities for future growth. What may have lead to this?
The organization has decided to reduce operational overhead and to focus on products that generate better Product cost Ratios
The product has been losing customers, revenues are down, and the Unrealized Value is low (even though the Current Value is high).
The innovation rate for the product is low.
Your organization has stopped using Scrum.
What best describes a user satisfaction gap?
The difference between the market share of the product and the total market size.
The difference between the user's desired outcome and the user's actual experience
The difference between the costs to release and revenue generated.
The difference between time to market and ability to innovate.
The purpose of the Sprint Review is to:
Inspect the Increment and adapt the Product Backlog
Inspect the performance of the Developers
Demo work that is done and work that is near to completion to the Stakeholders
Provide a status report on the project
True or False: A Product Backlog is never complete
True - As long as a product exists, a Product Backlog also exists
False - A complete Product Backlog should be fully defined before starting the first Sprint
The Scrum Master has asked Peter, the Product Owner, to spend more time with the Scrum Team. What might have caused this?
Peter is not a full-time Product Owner of the Scrum Team.
What Peter had envisioned as the increment and the actual increment presented at the Sprint Review was completely different.
There are internal conflicts between the Developers
Peter has not been attending the Daily Scrum.
The Developers do not know who will be doing which tasks.
In which Scrum event do Key Stakeholders actively participate?
The Sprint Retrospective
The Sprint Review
The Sprint Planning
The Daily Scrum
Who updates the project plan in Scrum?
The Product Backlog is the project plan in Scrum and the Product Owner updates it as new information and insights emerge.
The Business Analyst is responsible for managing the project plan and ensuring the Product Backlog is aligned with the project plan.
The Scrum Master is responsible for ensuring the Product Backlog is aligned with the project plan and updates it at least every Sprint.
Project plans are not allowed in Scrum.
The Project Manager will update the project plan according to the progress of the Product Backlog.
Which concept illustrates that, as a forecast lengthens, the level of unknowns also increase?
The "Iron Triangle"
Empirical process control
Software Product Life Cycle
The "Cone of Uncertainty"
How frequently should the Product Owner communicate and re-iterate the product vision to the Scrum Team and the product's Key Stakeholders?
Only once before the first Sprint.
Early and often.
At every Daily Scrum.
At every Sprint Review.
What pre-requisites must be met before a Sprint Planning can start?
A fully refined Product Backlog
The preparedness of the Product Owner.
Availability of key Scrum Team members
User Stories that conform with the Definition of Ready
There are no such pre-requisites
Which of the following is TRUE about the Product Owner?
The Product Owner describes the Increment at the Sprint Planning and ensures that the Developers deliver it before the end of the Sprint.
The Product Owner is accountable for creating and sustaining a Product Backlog that macimizes value and represents the needs of the stakeholders.
The Product Owner is responsible for creating User Stories in agreement with the stakeholders.
The Product Owner ensures that the Product Backog items assigned to the Developers adhere to the Definition of Ready
Yes or No: Could the Product Owner or the Scrum Master also be a Developer on the Scrum Team?
Yes
No
The Product Owner determines the Scope of work in the Sprint Backlog for the Developers.
True. This is a responsibility of the Product Owner Role
False. This is the responsibility of the Scrum Master
False: The Sprint backlog is committed by the Developers at the Product Backlog refinement meeting.
True. The Product owner will define the amount of work according to the capacity of the developers
False
What provides guidance to the Developers on why they are building the Increment?
The Sprint Goal
The Product Owner
The Scrum Master
The Sprint Backlog
When is the Scrum Team allowed to interact with Key Stakeholders?
The Sprint Review
Any time where it's valuable to have the Stakeholder input
The Daily Scrum
The Sprint Retrospective
How are Product Backlog items selected in scaled Scrum where there are multiple Scrum Teams
The highest performing team creates their Sprint Backlog first and then the next highest performing team and so on.
The items are randomly assigned to each team.
The Product Owner assigns each team with a set of items.
Each team provides the Product Owner with their capacity and the Product Owner creates the Sprint Backlogs based on each team's capacity.
The teams pull items in agreement with the Product Owner and other teams.
You are a Product Owner in a multi-team product environment. What behavior will be most helpful when you are too busy to spend the appropriate amount of time with each team?
Hire more Product Owners, one for each product component.
Coordinate with the Program Management Office so they can offer the required support.
Put together a team of Proxy Product Owners from the existing Scrum Team members.
Maker sure all Scrum TEams have a clear understanding of the product vision. This way, if you decide to delegate some of the activities to the Developers, they will be guided by the product vision.
All the above options are valid, so you can decide based on the problem at hand.
You are a Product Owner on a team that builds financial software. During a sprint planning session with the team, a tester and a developer get into an argument about how big a story is. The developer says that the story is a small code change, so it should happen immediately. The tester says that it impacts many crucial areas of the software, and many tests will need to be run to make sure that it works. What should you do next?
Side with the tester and recommend that the team allot more time for the feature.
Side with the developer and cut tests to make sure that the feature is delivered sooner.
Suggest that the team use planning poker to discuss their assumptions and come up with an approach and size for the feature that everyone agrees to.
Ask the product owner to prioritize the tests based on how important the functionality is to the end users.
By adopting the Experimenter stance, the Product Owner is likely to improve the following: (choose all that apply)
Time to Learn.
Ability to Innovate.
Time to Market.
Customer Satisfaction Score.
After you decide to start developing a new Product, you, as a Product Owner decided to organize a meeting with the Developers and the key stakeholders in order to share your vision about the Product. Some of the stakeholders disagree with your vision and insist that you perform some A/B testing (User Testing) to see how the users might react. The Developers agree with your vision and encourage you to move forward with the presentation so they can start working on the new Product. How will you proceed? (choose all that apply)
Keep in mind that you are building the Product for someone else and make sure to validate your vision with stakeholders, the market and users.
Accept the fact that your idea might not be the best ever and decide to move forward with early and often releases of the Product. This approach will give you the opportunity to inspect and adapt frequently.
Proceed with the vision as described during the meeting and after enough time has passed so that you are able to measure the lagging indicators, then perform the measurements and decide on how to adjust.
Involve the Scrum Master and ask him to facilitate the meeting for there on as you do not want to generate any conflicts between the stakeholders and the Developers.
Which of the following measurements may help in understanding why a release is failing to generate the expected revenue? (Select the best answer.)
Release Frequency
Lead Time
Innovation Rate
Usage Index
Which all activities can impede a team from being able to deliver new capabilities and value as part of Ability to Innovate (A2I)? (choose all that apply)
Too much time to fix defects or reducing technical debt.
Sprint ceremonies & back to back sprints.
Maintaining multiple code branches or product version.
Complex or monolithic software architecture.
Complex requirements or user stories.
A team member suggested a feature for inclusion in the current release of a product. This was not requested by any customer till date, but it could be an exciting addition to the product and be a unique selling proposition. Other team members felt that there were many other pending mandatory features that should be prioritized first. Ultimately, it was left to the Product Owner to determine the priority of the exciter feature. How should the Product Owner decide? (choose the best option)
Take a vote within the team and go with the majority opinion.
Extend the release until the exciter feature can be prioritized and completed.
Defer the exciter feature until the mandatory features are completed.
Take a decision based on the perceived ROI of the exciter feature and the mandatory features.
Selena, a product owner for a scrum team, has refined the product backlog based on description, order, and size. John, a program manager with the PMO overseeing the group of projects Selena is working on & requested her to place a new item at the top of the product backlog. What should Selena do? (choose the best option)
Selena should not be doing anything with the product backlog; this responsibility belongs to developers.
Selena is accountable for the product backlog; so John doesn’t have authority to request any new item or change the order product backlog.
Selena must do as John has asked as John is an important stakeholder (PMO).
Selena may consider the request of others, but the final say as to the order is hers and hers alone.
Which of the following are examples of Key Value Measures for Current Value (CV)? (choose the best three options)
Revenue per Employee.
Product Cost Ratio.
Release Frequency.
Innovation Rate.
Customer Satisfaction.
A Business Analyst wrote up a story for better debugging & error logging to simplify troubleshooting. The Product Owner is trying to ascertain the value of this story as compared to others so that relative priorities can be assigned. What is the best way to articulate the value of this work? (Choose the best option)
It will help improve operational efficiency by saving time for the customer support staff and more customers will troubleshoot on their own.
It will help improve compliance with industry-standard logging and exception handling practices.
It will result in greater revenues for the product as more customers will be likely to buy it.
It will prevent customers of the product from shifting loyalty to competing products.
What are the characteristics of a Product Backlog Item that is “Ready” for selection in a Sprint Planning? Select three.
Somewhere at the bottom of the Product Backlog
Somewhere at the top of the Product Backlog
Can be implemented within one Sprint and tested in the next Sprint
Can be "Done" within one Sprint
Well refined
What happens when a Sprint is cancelled? Select three.
At the Sprint Retrospective the Scrum Master determines who from the Development Team is responsible for cancelling the Sprint
Several top Product Backlog Items are taken into the Sprint Backlog to replace the obsolete items
All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog
If part of the work is potentially releasable, the Product Owner typically accepts it
Any completed and “Done” Product Backlog items are reviewed
Who is responsible for managing the Product Backlog?
The Product Owner
The Scrum Master
The Development Team
The Key Stakeholders
If an item in the Sprint Backlog cannot be finished by the end of the Sprint (it turned out there is a lot more work to do than was estimated), the Sprint is cancelled.
True
False
