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PSPO I
Practice for Professional Scrum Product Owner Certification (Scrum Guide 2017)

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0 Exact answers 0 Text answers 265 Multiple-choice answers

During a Sprint Retrospective, for what is the Product Owner responsible? ß

Participating as a Scrum Team member. ß

The Product Owner should not take part in Sprint Retrospectives.

Capturing requirements for the Product Backlog.

Summarizing and reporting the discussions to the stakeholders that he/she represents in the Scrum Team.
During a Sprint Retrospective, for what is the Scrum Master responsible? ß

Prioritizing the resulting action items. ß

Participating as a Scrum team member and facilitating as requested or needed.

Acting as a scribe to capture the Development Team's answers.

Summarizing and reporting the discussions to management.

During a Sprint, a Development Team determines that it will not be able to finish the complete ß
forecast. Who should be present to review and adjust the Sprint work selected?

The Scrum Master, the project manager and the Development Team. ß

The Product Owner and the Development Team.

The Product Owner and all stakeholders.

The Development Team.

During a Sprint, when is new work or further decomposition of work added to the Sprint ß
Backlog?

When the Product Owner identifies new work. ß

As soon as possible after they are identified.

When the Scrum Master has time to enter them.

During the Daily Scrum after the Development Team approves them.
During the Daily Scrum, the Scrum Master's role is to... ß

Teach the Development Team to keep the Daily Scrum within the 15 minutes time-box. ß

Make sure that all three questions have been answered.

Manage the meeting in a way that each team member has a chance to speak.

Lead the discussions of the Development Team.

All of the above.

During the Sprint Review, it is up to the stakeholders to reorder the product backlog. ß

True ß

False

During the Sprint, the Scrum Master's role is to do which two of the following: ß

Assign tasks with the Scrum team. ß

Monitor the progress of the Development Team.

 Ensure the Product Owner attends all Scrum events.

Facilitate inspection and adaptation opportunities as requested or needed.

Remove impediments.

Every Development Team should have... ß

The competencies and skills needed to deliver a "Done" Increment in a Sprint. ß

One Lead Developer and no more than 8 other members.

At least one representative from each major software engineering discipline (like QA, Dev, UX).

Every Scrum Team must have a Product Owner and Scrum Master. ß

False. A Scrum Master is only required when asked for by the Development Team. ß

True. Each must be 100% dedicated to the Scrum Team.

True. Outcomes are affected by their participation and availability.

False. A Product Owner can be replaced by a business analyst in the Development Team.

Five new Scrum Teams have been created to build one product. A few of the developers on one ß
of the Development Teams ask the Scrum Master how to coordinate their work with the order
teams. What should the Scrum Master do?

Teach the Product Owner to work with the lead developers on ordering Product Backlog in a way to avoid too much ß
technical and development overlap during a Sprint.

Teach them that it is their responsibility to work with the other teams to create an integrated increment.

Collect the Sprint tasks from the teams at the end of their Sprint Planning and merge that into a consolidated plan for the
entire Sprint.
 Visit the five teams each day to inspect that their Sprint Backlogs are aligned.

For the purpose of transparency, when does Scrum say a new increment of working software ß
must be available?

After the acceptance testing phase. ß

Every 3 Sprints.

At the end of every Sprint.

Before the release Sprint.

When the Product Owner asks to create one.

For which is the Scrum Master responsible? ß

Managing the performance of the Scrum Team. ß

Keeping track of resource allocation.

The Scrum framework being adopted and used properly.

The meetings and the objectives that a Scrum Team sets for itself.
How can a Product Owner use time-boxed Sprints to obtain feedback from users and the ß
market?

Through the assurance that a Development Team finishes all work on the Sprint Backlog. ß

Through frequent delivery of Increments of the product into the market.

By making sure a Sprint does not stop until all testing is done, and the work is verified by the Product Owner.

At the end of each Sprint, a detailed report with all test cases and test results is available.

A business analyst represents the Product Owner to make decisions on his behalf during the Sprint. This way the Product
Owner can accept the work at the Sprint Review without further involvement.

How does an organization know that a product built through Scrum is successful? ß

By measuring that velocity has increased since the last release. ß

By releasing often, and updating key performance indicators (KPIs) on value after every release and feeding this
information back into work on the Product Backlog.

By measuring the actual time spent on development versus the time estimated for development.

By the Product Owner and stakeholders accepting the Increment at the Sprint Review.

How important is it for a Product Owner to order Product Backlog items by value points? ß

Using value points is the ultimate way for a Product Owner to predict the value that the product will provide. ß

It is a good practice, keeping in mind that market reception is the best measure of value.

Calculating value points is an upfront approach that conflicts with the empiricism of Scrum, and is therefore not
acceptable.

Indications of value on Product Backlog are useful but are only a prediction until validated against users and market.
How is management external to the Scrum Team involved in the Daily Scrum? ß

The Scrum Master speaks on their behalf. ß

The Product Owner represents their opinions.

The Development Team self-manages and is the only management required at the Daily Scrum.

Management gives an update at the start of each Daily Scrum.

How many hours per day should a person on a Scrum Team work? ß

An "ideal day" measuring only when he or she is productive. ß

14 hours.

However many hours are needed to get the work done.

At a sustainable pace, usually 7-8 hours per day.

How much of the Sprint Backlog must be defined during the Sprint Planning meeting? ß
 Just enough to understand design and architectural implications. ß

The entire Sprint Backlog must be identified and estimated by the end of the Sprint Planning meting.

Just enough tasks for the Scrum Master to be confident in the Development Team's understanding of the Sprint.

Enough so the Development Team can create its best forecast of what it can do and to start the first several days of the
Sprint.

How much time is required after a Sprint to prepare for the next Sprint? ß

None. A new Sprint starts immediately following the end of the previous Sprint. ß

The break between Sprints is time-boxed to 1 week for 30 day Sprints, and usually less for shorter Sprints.

Enough time for the requirements for the next Sprint to be nailed down.

Enough time for the Development Team to finish the testing from the last Sprint.

All of the above are allowed depending on the situation.

How much time must a product owner spend with the Development Team? ß

100%. ß

40% or more if the stakeholders agree.

However much time development team asks the product owner to be present.

Enough for the Product Owner to remain up to date on the evolution of the Increment.

How much work must a Development Team do to a Product Backlog item it selects for a Sprint? ß

Analysis, design, programming, testing, and documentation. ß

 As much as it has told the Product Owner will be done for every Product Backlog item it selects in conformance with the
definition of "Done".

As much as it can fit into the Sprint.

The best it can do given that it is usually impossible for QA to finish all of the testing that is needed to prove shippability.

How often should customer satisfaction be measured? ß

Annually ß

Quarterly

Daily

Frequently

How often should Development Team membership change? ß

As needed, while taking into account a short term reduction in productivity. ß

Never, because it reduces productivity.

As needed, with no special allowance for changes in productivity.

Every Sprint to promote shared learning.

How should a Development Team deal with non-functional requirements? ß

Ensure every Increment meets them. ß

Make sure the release department understands these requirements, but it is not the Development Team's responsibility.

Handle them during the Integration Sprint preceding the Release Sprint.

Assign them to the lead developers on the team.

How should Product Backlog items be chosen when multiple Scrum Teams work from the same ß
Product Backlog?

The Scrum Team with the highest velocity pulls Product Backlog items first. ß

The Development Teams pull in work in agreement with the Product Owner.

The Product Owner should provide each team with its own Product Backlog.

Each Scrum Team takes an equal numbers of items.

The Product Owner decides.

How small should a 'ready' Product Backlog item be? ß

Small enough to build in 1 Sprint ß

No longer than one day

Small enough for a single team member to complete in a Sprint

No bigger than 8 story points

It should fit on a small index card

If burn-down charts are used to visualize progress, what do they track? ß

Accumulated cost ß

Individual worker productivity

Work remaining across time

Accumulated business value delivered to the customer

If burn-down charts are used to visualize progress, what does a trend line through a release ß
burn-down chart indicate?

When all work will be completed so the Scrum Team can be released for other work. ß

When the work remaining will likely be completed if nothing changes on the Product Backlog or the Development Team.

When the project will be over if the Product Owner removes work that is equal in effort to any new work that is added.

The evolution of the cost spent on the project.

If quality assurance work does not occur as part of the development work within a Sprint, which ß
benefits are lost?
 The increment is probably not releasable ß

Future Sprints will probably be interrupted with bugs that are being found

The indication of progress on the Product Backlog is not transparent

The project manager cannot effectively update the plan

If two Scrum Teams are added to the development of a product that previously had only one ß
Scrum Team, what will be the immediate impact on the productivity of the original Scrum
Team?

Its productivity is likely to decrease. ß

Its productivity is likely to increase.

Its productivity is likely to stay the same.

In accordance with Scrum theory, how should a group of 100 people be divided into multiple ß
Development Teams?

Understanding the product, the product vision and the rules of the Scrum framework, the group divides itself into ß
teams.

It doesn't really matter because you can rotate the teams every Sprint to spread knowledge.

Check with the allocation department to see who has worked together before and make these the first teams.

Create a matrix of skills, seniority, and level of experience to assign people to teams.
 In order to achieve the benefits of Scrum, it is important to enact the value of commitment. ß
What two actions demonstrate the commitment of Scrum Team members?

Always deliver the items in the Sprint forecast. ß

Help the other Scrum Team members.

Do your best.

Send out a daily status report.

Work late.

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