You started measuring product feature usage in your last release. You are surprised to learn
that a sizable percentage of the features you thought were very important are never or rarely
used.
Which of the following actions could you take to further evaluate this unexpected result?
(choose all that apply)
ACD
Explanation:
Option A is correct because talking to users is one of the best ways to understand their needs, goals,
and pain points. By spending more time with them, you can identify the impact they seek from your
product and how your features align with that impact.
This will help you validate your assumptions
and learn from your customers12
.
Option B is incorrect because disabling features that have never been used is a risky and potentially
harmful action. It may cause frustration and confusion for the users who rely on those features, or
who may want to use them in the future. It may also damage your reputation and trust with your
customers.
Instead of disabling features, you should seek feedback from your users and understand
why they are not using them34
.
Option C is correct because running experiments is a powerful way to increase your understanding of
what customers find valuable. By testing different hypotheses and measuring the outcomes, you can
learn from your data and evidence.
You can also use experiments to validate your ideas and
assumptions before investing in building features5
.
Option D is correct because examining whether the rarely used features solve the intended problem
is a crucial step to evaluate your product performance. You should review your product vision and
goals, and assess how your features contribute to them. You should also analyze the feedback and
data you have collected from your users and stakeholders, and identify any gaps or mismatches
between your features and their needs .
Reference:
: Product Backlog Management
: Stakeholders & Customers
: Product Value
: Evidence-Based Management
: Product Vision
: Forecasting & Release Planning
: [Business Strategy](https://www
You have been a Product Owner at a new company for a few weeks. It has become clear to you
that many people, both inside and outside the Scrum Team, expect close involvement in the
decisions that you, as a Product Owner, are accountable for.
As a result, you find that it takes too long to make decisions. Which of the following are
reasonable options you could take?
(choose the best three answers)
CDE
Explanation:
As a Product Owner, you are responsible for making decisions that maximize the value of the product
and align with the product vision and strategy. However, you also need to collaborate with the Scrum
Team and the stakeholders, and respect their input and feedback. Making decisions without
consulting them or allowing them to make decisions they are not accountable for can lead to
confusion, conflict, and waste. Therefore, options A and B are not reasonable.
Option C is a reasonable option because it helps you communicate your decision-making areas and
delegate some decisions to the appropriate level of the organization. A delegation board is a tool
that shows who has the authority to make which decisions, and how much involvement is expected
from others. By creating and sharing a delegation board, you can clarify your role as a Product
Owner, empower the Scrum Team and the stakeholders, and reduce the time and effort spent on
decision making.
Option D is also a reasonable option because it helps you improve the company’s culture and
mindset towards product ownership. As a Product Owner, you need to act as an entrepreneur, who is
able to innovate, experiment, and validate assumptions. However, not all organizations are ready to
support this kind of product ownership, and some may have a more traditional or bureaucratic
approach. Working with your Scrum Master, you can identify the gaps and barriers that prevent you
from being an effective Product Owner, and take steps to overcome them. For example, you can
educate and coach the organization on the benefits of agile product management, create a shared
product vision and roadmap, and foster a culture of trust and transparency.
Option E is another reasonable option because it helps you demonstrate the value of your decisions
and the cost of delay. As a Product Owner, you need to use data and evidence to support your
decisions and measure their impact. By showing how long it is taking you to make decisions and how
that affects the delivery of value to the customer, you can justify your choices and persuade others to
support them. You can also use data to identify the most important and urgent decisions, and
prioritize them accordingly. This way, you can avoid analysis paralysis and focus on delivering value
faster and more frequently.
A user satisfaction gap exists when there is a difference between:
(choose the best two answers)
BD
Explanation:
A user satisfaction gap exists when there is a difference between what the user expects from a
product or service and what the user actually experiences12
.
The user’s desired outcome is the goal
or benefit that the user wants to achieve by using the product or service3
.
The user’s actual
experience is the perception and evaluation of the product or service by the user4
. If the user’s
actual experience does not meet or exceed the user’s desired outcome, the user will be dissatisfied
and may switch to a different product or service. Reference:
:
Identifying and Closing the Customer Satisfaction Gap
:
Find the Gaps in Your User Experience
: [Outcome-Driven Innovation]
: [User Experience]
:
Measure Business Opportunities with Unrealized Value
Managing a Product Backlog involves which of the following activities?
(choose all that apply)
B C D E
Explanation:
Product Backlog involves the following activities12
:
Reducing or eliminating dependencies between Product Backlog items.
This helps to increase the
flexibility and adaptability of the Product Backlog, and enables the Developers to select the most
valuable and feasible items to work on in each Sprint3
.
Reviewing the Product Backlog with stakeholders.
This helps to ensure that the Product Backlog
reflects the needs and expectations of the customers and users, and that the Product Owner receives
feedback and input from various perspectives4
.
Breaking large Product Backlog items into multiple smaller Product Backlog items.
This helps to
create a more granular and transparent Product Backlog, and allows the Product Owner to prioritize
and refine the items more effectively5
.
Ordering the Product Backlog. This helps to communicate the relative importance and urgency of the
Product Backlog items, and guides the Developers to select the most valuable items for the next
Sprint.
Forecasting the effort of Product Backlog items is not an activity that is explicitly required for
managing a Product Backlog. The Product Owner is mainly responsible for maximizing the value of
the product, not the effort or cost of development.
The effort of Product Backlog items may be
estimated by the Developers, but this is not a mandatory practice and it does not affect the ordering
of the Product Backlog. Reference: 1: Product Backlog Management, 2: Managing Products with
Agility, 3: Reducing Dependencies, 4: Reviewing the Product Backlog, 5
: Breaking Down Product
Backlog Items, : Ordering the Product Backlog, : The Product Owner, : Estimating Product Backlog
Items
A Product Owner is needed for every:
(choose the best answer)
A
Explanation:
The Product Owner is the sole person accountable for managing the Product Backlog and ensuring
the value of the work the Scrum Team performs. The Product Owner is one person, not a
committee.
The Product Owner may represent the desires of a committee in the Product Backlog,
but those wanting to change a Product Backlog item’s priority must address the Product Owner1
.
The
Product Owner is responsible for the product and its outcome2
.
A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined
users or customers.
A product could be a physical product, a software product, a service, a project, or
something else3
.
A product has a product vision, which is the overarching goal of the product, the
reason for creating it, and the impact it should have on its customers and users4
.
A portfolio is a collection of products or projects that are aligned with a strategic goal or an
organizational unit5
. A program is a group of related projects or products that are managed in a
coordinated way to obtain benefits and control not available from managing them individually. A
portfolio or a program may have a portfolio or program manager, who is responsible for overseeing
the alignment, prioritization, and governance of the portfolio or program . However, these roles are
not equivalent to the Product Owner role, as they do not have the same accountabilities and
authorities as the Product Owner.
Therefore, the correct answer is that a Product Owner is needed for every product, not for every
portfolio or program. Reference: 1
:
Scrum Guide 2
:
Understanding and Applying the Scrum
Framework 3
:
Managing Products with Agility 4: [Product Vision] 5
: [Portfolio] : [Program] : [Portfolio
Management] : [Program Management]
You are the Product Owner for a product with diverse stakeholders with differing opinions that
sometimes conflict.
Your Director of Marketing strongly believes that you should add a major new feature to reach a
new market. Your CEO believes that the new feature is too expensive and thinks you should
focus on other features to make existing customers happier. The CEO says that as Product
Owner it is ultimately your decision.
You think both perspectives have merit, but you cannot do both. How should you proceed?
(choose the best answer)
A
Explanation:
= As a Product Owner, you are accountable for maximizing the value of the product and the work of
the Developers. To do this, you need to have a clear vision of the product and its target users, as well
as a validated understanding of the market opportunities and risks. You also need to collaborate with
stakeholders and customers to align their expectations and feedback with the product goals and
strategy.
In this scenario, you face a dilemma between pursuing a new market segment or satisfying the
existing customers. Both options have potential value, but also uncertainty and trade-offs. The best
way to proceed is to devise an experiment that will help you to test your assumptions and learn more
about the new market and its potential. This could be a small-scale release, a prototype, a survey, or
any other method that can provide you with empirical evidence and feedback. By doing this, you can
reduce the risk of investing in a feature that may not deliver the expected value, and also gain
insights that can help you to refine your product vision and backlog.
This approach is consistent with the principles of agile product management, which emphasize
delivering value early and often, validating hypotheses with data, and adapting to changing customer
needs and market conditions. It also demonstrates your ability to apply the Scrum values of
openness, courage, and respect, as you are willing to explore new possibilities, challenge your own
opinions, and involve your stakeholders and customers in the decision-making
process. Reference :=
Scrum Guide
,
Managing Products with Agility
,
Evidence-Based Management
Which of the following activities should a Product Owner never do?
(choose the best answer)
B
Explanation:
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
What is typical work for a Product Owner in a Sprint?
(choose the best two answers)
AB
Explanation:
As a Product Owner, you are accountable for maximizing the value of the product and the work of the
Scrum Team. To do this, you need to collaborate with various stakeholders, user communities and
other Product Owners to understand their needs, expectations and feedback, and to align them with
the product vision and strategy. You also need to work with the Developers on Product Backlog
refinement, which is an ongoing activity to add detail, estimates and order to Product Backlog items.
This helps the Developers to understand what is valuable and feasible to deliver in the upcoming
Sprints, and to plan and execute their work accordingly. These are typical and essential work for a
Product Owner in a Sprint.
The other options are not typical or effective work for a Product Owner in a Sprint. Attending every
Daily Scrum is not necessary, as the Daily Scrum is an event for the Developers to inspect their
progress and plan their next steps. The Product Owner can attend the Daily Scrum if invited by the
Developers, but should not interfere or answer questions that are not related to the Sprint Goal or
the Product Backlog. Creating financial reporting upon the spent hours reported by the Developers is
not a valuable activity, as it does not reflect the outcome or the value delivered by the product. It
also goes against the Scrum values of trust and respect, as it implies that the Developers are not self-
managing or committed to their work. Updating the work plan for the Developers on a daily basis is
also not a good practice, as it undermines the autonomy and creativity of the Developers, and
reduces their ability to inspect and adapt their work based on the empirical evidence. The Product
Owner should not tell the Developers how to do their work, but rather focus on what is the most
valuable outcome for the product.
Reference:
Professional Scrum Product Owner™ II Certification
Understanding and Applying the Scrum Framework
Managing Products with Agility
What might indicate to a Product Owner that they need to work more with the Scrum Team?
(choose the best answer)
D
Explanation:
Option D is the best answer because it indicates that the Product Owner and the Scrum Team are not
aligned on the vision, goals, and value of the product.
The Product Owner is responsible for
maximizing the value of the product and the work of the Scrum Team1
.
To do so, the Product Owner
needs to work closely with the Scrum Team, communicate the product vision, provide clear and
valuable Product Backlog items, collaborate on the Sprint Goal, and inspect and adapt the product
based on feedback23
. If the Increment presented at the Sprint Review does not reflect the Product
Owner’s expectations, it means that there is a gap between what the Product Owner wants and what
the Scrum Team delivers. This gap can lead to waste, rework, dissatisfaction, and missed
opportunities.
The Product Owner should work more with the Scrum Team to ensure that they have
a shared understanding of the product and its value proposition, and that they deliver Increments
that meet the Definition of Done and the acceptance criteria45
.
Option A is not the best answer because it does not necessarily imply that the Product Owner needs
to work more with the Scrum Team. People may leave the Scrum Team for various reasons, such as
personal, professional, or organizational factors.
While the Product Owner should care about the
well-being and motivation of the Scrum Team members, and try to foster a positive and collaborative
environment, the Product Owner is not accountable for the people management or the team
composition1
. The Scrum Master is more likely to address the issues that cause people to leave the
Scrum Team, such as impediments, conflicts, or dysfunctions.
Option B is not the best answer because it does not necessarily imply that the Product Owner needs
to work more with the Scrum Team.
The Product Owner is expected to spend enough time with the
Scrum Team to provide them with the necessary guidance and feedback2
.
However, the Product
Owner also has other responsibilities, such as engaging with stakeholders, customers, and users,
managing the Product Backlog, validating the product value, and aligning the product strategy with
the business goals12
. The Product Owner does not need to work full time with the Scrum Team, as
long as they are available and accessible when needed, and they empower the Scrum Team to make
decisions and self-organize .
Option C is not the best answer because it does not necessarily imply that the Product Owner needs
to work more with the Scrum Team. The acceptance criteria for the Product Backlog items are the
conditions that must be met for the items to be considered done and valuable.
The Product Owner is
accountable for defining and communicating the acceptance criteria to the Scrum Team1
. However,
the Product Owner can also collaborate with the Scrum Team and the stakeholders to refine and
clarify the acceptance criteria, and to ensure that they are aligned with the Definition of Done and
the Sprint Goal . The acceptance criteria for the Product Backlog items may not appear to be
complete at the beginning of the Sprint, but they can be refined and updated throughout the Sprint,
as long as they do not change the scope or the value of the items. The Product Owner should work
with the Scrum Team to ensure that the acceptance criteria are clear, testable, and valuable, but they
do not need to work more with the Scrum Team just because the acceptance criteria are not
complete at a certain point in time.
Reference:
:
Product Owner Accountabilities
:
Product Backlog Management
:
Product Value
:
Product Vision
:
Sprint Review
:
Scrum Master Accountabilities
:
Stakeholders & Customers
:
Business Strategy
:
Definition of Done
:
Product Backlog Refinement
:
Sprint Planning
:
Sprint Backlog
Which of the following statements about the Product Backlog are true?
(choose the best two answers)
AB
Explanation:
: The Product Backlog is an ordered list of what is needed to improve the product, and it is the single
source of work undertaken by the Scrum Team. The Product Owner is responsible for ordering the
Product Backlog items by value, risk, priority, and dependencies. The Product Backlog should be
transparent and accessible to the Scrum Team and the stakeholders, so that everyone can understand
the scope and progress of the product development. Therefore, options A and B are true statements
about the Product Backlog.
Option C is not true because the Product Backlog items can be expressed in various formats, such as
user stories, use cases, scenarios, or any other way that clearly conveys the intent and value of the
item. User stories are a common and useful technique, but not a mandatory one.
Option D is not true because the Product Backlog is not a fixed and complete specification of the
product, but rather an emergent and dynamic artifact that evolves over time. The Product Backlog
items are refined and clarified by the Product Owner and the Developers throughout the product
development process, and new items can be added or removed as needed. The Product Backlog
does not need to be fully defined before the first Sprint begins, but only enough to support the first
Sprint Planning.
Option E is not true because the Product Owner is not the only source of ideas and requirements for
the product. The Product Owner collaborates with the Developers and the stakeholders to discover,
validate, and prioritize the Product Backlog items. The Product Owner may delegate the authority to
add items to the Product Backlog to others, but remains accountable for the ordering and the value
of the Product Backlog.
Option F is not true because the Product Backlog does not replace the communication and
collaboration between the Developers and the stakeholders. The Product Backlog represents the
input of all stakeholders, but it is not a substitute for direct feedback and interaction. The Developers
need to engage with the stakeholders to understand their needs, expectations, and feedback, and to
deliver a valuable product increment that meets the Sprint Goal and the Definition of
Done. Reference:
Professional Scrum Product Owner II Assessment
Understanding and Applying the Scrum Framework
Managing Products with Agility
[What is a Product Backlog?]
[Product Backlog Explained]