PSPO-I Exam Dumps - Professional Scrum Product Owner (PSPO I) Exam

The Scrum Guide states that " By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement in the next Sprint. Implementing these improvements in the next Sprint is the adaptation to the inspection of the Scrum Team itself. " 1 This means that the Scrum Team may add the high priority process improvements to the Sprint Backlog for the next Sprint, as part of their plan to deliver the Increment and achieve the Sprint Goal. The Sprint Backlog is owned and managed by the Developers, who can update it throughout the Sprint as more is learned.1

1: The Scrum Guide2, page 16

2: The Scrum Guide

Correct Answer: D. Never. The entire Scrum Team is accountable for creating value every Sprint.

According to the Scrum Guide, the Scrum Team consists of one Product Owner, one Scrum Master, and Developers. The Scrum Team is responsible for all product-related activities, including delivering a valuable, usable product increment every Sprint. The Product Owner is accountable for maximizing the value of the product and the work of the Developers. The Developers are accountable for creating a plan for the Sprint, the Sprint Backlog; instilling quality by adhering to a Definition of Done; and adapting their plan each day toward the Sprint Goal. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide, helping everyone understand Scrum theory and practice, and removing impediments to the Scrum Team’s progress.

Therefore, the Developers are not individually accountable for the value of a Product Backlog item selected for the Sprint, but collectively accountable as part of the Scrum Team. The value of a Product Backlog item is determined by the Product Owner, who orders the Product Backlog items based on stakeholder needs and feedback. The Developers collaborate with the Product Owner to understand the value and requirements of each Product Backlog item and deliver a potentially releasable product increment that meets the Definition of Done and the Sprint Goal.

[Scrum Guide], section 2.2: “The Scrum Team is responsible for all product-related activities from stakeholder collaboration, verification, maintenance, operation, experimentation, research and development, and anything else that might be required.”

Accountabilities in Scrum | Scrum.org: “Scrum has three accountabilities, each with a different focus : Product Owner (green figure) The " What " . With a focus on Value, time to market, return on investment and Total Cost of Ownership (TCO). Developers (red figures) The " How " . Focus on building something that is Done – that the increment is useable and potentially releasable.”

What is a Developer in Scrum? | Scrum.org: “The specific skills needed by the Developers are often broad and will vary based on the type of work they are doing. However, the Developers are always accountable for: Creating a plan for the Sprint, the Sprint Backlog Instilling quality by adhering to a Definition of Done Adapting their plan each day toward the Sprint Goal”

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.

To ensure that the product delivers value, a Scrum Product Owner might focus on the following aspects:

How much of the functionality of the product is being used: This is an indicator of how well the product meets or exceeds the needs and expectations of the customers and users. It can also reveal which features or functions are more or less valuable or useful for them. The Product Owner can use various methods or metrics to measure the usage of the product functionality, such as analytics, user behavior, retention, or engagement.

Direct customer feedback: This is a source of valuable input and insights from the people who use or benefit from the product. It can also help to validate or invalidate assumptions or hypotheses about the product value and quality. The Product Owner can use various methods or channels to collect and incorporate customer feedback, such as surveys, ratings, reviews, interviews, focus groups, or social media.

How quickly or easily the product can be absorbed and used by its customers: This is a measure of how well the product delivers value to customers or users in a timely and convenient manner. It can also affect customer satisfaction and loyalty. The Product Owner can use various methods or metrics to measure the ease of use or adoption of the product, such as time to value, learning curve, usability testing, or net promoter score (NPS).

The other options are not valid or relevant aspects that a Scrum Product Owner might focus on to ensure that the product delivers value. They are either too narrow, unrealistic, or unrelated to the product value delivery. They are:

Velocity is increasing over time: This is not a valid aspect that a Scrum Product Owner might focus on to ensure that the product delivers value. Velocity is a measure of how much work a Scrum Team can deliver in a Sprint. It is not a measure of value or quality. It is also not a goal or target for improvement. It is only a planning tool that helps the Scrum Team forecast their future work based on their past performance. Focusing on increasing velocity over time may lead to unrealistic expectations, pressure, or compromise on quality.

Minimizing changes to project scope: This is not a valid aspect that a Scrum Product Owner might focus on to ensure that the product delivers value. Scrum is an agile framework that embraces change as an opportunity for delivering more value to customers and users. Scrum does not have a fixed project scope, but rather an adaptive Product Backlog that evolves as the product and the market change. The Product Owner should welcome and respond to changes in customer needs and expectations, rather than resist or avoid them.

 A Product Owner should not measure product value by the increase in the team’s velocity. This is because:

Velocity is a measure of how much work a Scrum Team can deliver in a Sprint. It is based on the estimation of Product Backlog items that are selected for a Sprint and completed according to the Definition of Done.

Velocity is not a measure of product value. It does not reflect how well the product meets the needs and expectations of the customers, users, and stakeholders. It does not reflect how much value or impact the product creates in terms of revenue, satisfaction, or social good.

Velocity is not a goal or a target for a Scrum Team. It is a planning tool that helps them forecast their future work based on their past performance. It is not a metric that should be used to compare or judge teams or individuals.

A Product Owner should measure product value by using indicators that are relevant, meaningful, and actionable for their product context. These may include metrics such as customer feedback, usage data, market share, return on investment, or social impact.

The Developers on the Scrum Team share accountability for the Sprint Backlog, which is a forecast of the work and the plan to deliver the Sprint Goal12. The Sprint Backlog is dynamic and can be updated by the Developers as more is learned during the Sprint34. The Developers are not individually accountable for the items in the Sprint Backlog, nor are they assigned by the Scrum Master or the Product Owner5.

The Scrum Team can maintain the Product Backlog to maximize its transparency by continually keeping it up to date with the most recent insights because:

It reflects the current state of the product and the work. The Product Backlog is a dynamic and emergent artifact that represents all the possible features, functions, requirements, enhancements, and fixes that constitute changes to the product. By updating it frequently, the Scrum Team can ensure that the Product Backlog is accurate, complete, and relevant.

It enables the Product Owner to optimize the value of the product and the work of the Scrum Team. The Product Owner is accountable for effective Product Backlog management, which includes ordering, refining, and communicating the Product Backlog items. By updating it frequently, the Product Owner can incorporate new learnings, feedback, opportunities, and changes into the product decisions and priorities.

It supports the inspection and adaptation of the Scrum Team and the stakeholders. The Product Backlog is a source of information and transparency for everyone involved in the product development. By updating it frequently, the Scrum Team and the stakeholders can inspect the progress and outcomes of each Sprint, and adapt their plans and actions accordingly.

 Management that is external to the Scrum Team is not involved in the Daily Scrum because:

The Daily Scrum is an event for the Developers to inspect their progress towards the Sprint Goal and adapt their Sprint Backlog accordingly. It is not a status meeting or a reporting session for managers or other stakeholders.

The presence of external managers may hinder the self-organization, collaboration, and transparency of the Developers. It may also create pressure, interference, or distraction for the team.

The Scrum Master is responsible for ensuring that the Daily Scrum is held and that only the Developers participate. The Product Owner and other stakeholders may attend as observers, but only if the Developers find it useful.

The Scrum Team membership should change as needed, but not too frequently, as it may affect the team’s ability to deliver value and maintain a high level of collaboration and self-organization. The Scrum Guide states that " Optimal Development Team size is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and results in smaller productivity gains. Having more than nine members requires too much coordination. Large Development Teams generate too much complexity for an empirical process to be useful. " 1 Therefore, the Scrum Team should consider the impact of changing its membership on its productivity and performance, and balance the need for stability and flexibility.

1: The Scrum Guide2, page 6

2: The Scrum Guide