Pass the Scrum PSPO PSPO-I Questions and answers with ExamsMirror

In accordance with Scrum theory, a group of 100 people should be divided into multiple Scrum Teams by understanding the product, the product vision and the rules of the Scrum framework, and then dividing themselves into teams because:

It respects the self-organization and empowerment of the people. The people are the ones who have the knowledge, skills, and experience to create and deliver the product. They are also the ones who will work together as Scrum Teams, collaborating and coordinating their efforts. Therefore, they should have the autonomy and authority to decide how to form their teams, based on their preferences, interests, and capabilities.

It supports the alignment and coherence of the Scrum Teams. The people should have a clear and shared understanding of the product, the product vision, and the rules of the Scrum framework before forming their teams. This can help them to align their goals and missions, to ensure that they are working on the same product and towards the same vision. It can also help them to follow the same principles and practices of Scrum, to ensure that they are working effectively and consistently.

It fosters the collaboration and synergy of the Scrum Teams. The people should form their teams in a way that maximizes their collaboration and synergy. This can mean choosing team members that complement each other’s skills and strengths, that have good rapport and trust, that can communicate and coordinate well, and that can deliver a valuable Increment each Sprint.

References:

Scrum Guide 2020, page 5: “Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value in each Sprint.”

Scrum Guide 2020, page 5: “Scrum Teams are self-managing, meaning they internally decide who does what, when, and how.”

Scrum Guide 2020, page 9: “Multiple Scrum Teams working together on a product use one Product Backlog.”

Scrum Guide 2020, page 9: “The Product Owner is one person, not a committee.”

The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team. The Product Backlog is dynamic; it constantly changes to identify what the product needs to be appropriate, competitive, and useful. The other options are not accurate descriptions of the Product Backlog, as it does not contain all foreseeable tasks and requirements, it does not provide just enough information to start the design phase, and it is not baselined to follow change management processes23.

1: What is a Product Backlog? | Scrum.org 2: What is a Product Backlog? | Agile Alliance 3: Product Backlog: Definition, Examples & Techniques | Wrike Guide

 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.

References:

[Scrum Guide], page 7, section “Developers”

[Scrum Guide], page 10, section “Definition of Done”

[Scrum Guide], page 15, section “Sprint Backlog”

[Professional Scrum Product Owner™ Training], page 5, section “Product Value”

[Professional Scrum Product Owner™ Training], page 9, section “Business Strategy”

The Daily Scrum is a 15-minute event for the Developers to synchronize activities and create a plan for the next 24 hours. This meeting is designed to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary. The intended outcomes are to identify any impediments that may prevent the Developers from achieving the Sprint Goal (D) and to foster a shared understanding among the Developers of what work is most important to undertake next in order to make the best possible progress toward the Sprint Goal (E). It is not a status update meeting for the Scrum Master or upper management, nor is it primarily about updating Scrum boards for stakeholder transparency.

References: The Scrum Guide and the resources provided by Scrum.org on the Daily Scrum emphasize these outcomes as essential to the effectiveness of the Daily Scrum event12.

The practices that might help the Product Owner minimize waste in developing and sustaining the Product Backlog are:

Remove items from the Product Backlog that have not been addressed in a long time. This helps keep the Product Backlog relevant, concise, and focused on delivering value. Items that have not been addressed in a long time may indicate that they are not important, feasible, or desirable anymore. They may also clutter or confuse the Product Backlog and make it harder to order and prioritize.

Only fully describe Product Backlog items when it seems likely they will be implemented. This helps avoid spending too much time or effort on items that may change or be discarded later. Items that are likely to be implemented soon should have more detail and precision than items that are further away or uncertain. The level of detail and precision required for each item depends on its order, size, and complexity.

Other options, such as avoiding distracting the Scrum Team by maintaining newly gathered Product Backlog items in a separate Product Backlog until they are fully understood or handing off ownership of the Product Backlog to someone else, are not practices that might help minimize waste in developing and sustaining the Product Backlog. They may actually create more waste by reducing transparency, collaboration, alignment, or ownership.

References:

[Scrum Guide], page 11, section “Product Backlog”

[Scrum Guide], page 6, section “Product Owner”

[Scrum Guide], page 12, section “Product Backlog Refinement”

When multiple Scrum Teams are working on the same product, they should integrate their Increments every Sprint because:

It allows them to accurately inspect what is done and what is potentially releasable. By integrating their work frequently, they can ensure that the product is in a usable and valuable state at the end of each Sprint, and that it meets the Definition of Done and the Sprint Goal.

It enables them to adapt to changes and feedback faster. By integrating their work frequently, they can reduce the complexity and risk of integration, and discover and resolve any issues or dependencies sooner. They can also incorporate any new insights or requirements into their Product Backlog and Sprint Planning.

It fosters collaboration and alignment among the teams. By integrating their work frequently, they can share their learnings and best practices, and coordinate their efforts towards a common vision and goal. They can also leverage the collective intelligence and creativity of the teams to deliver a better product.

References:

Scrum Guide 2020, page 10: “When a Product Backlog item or an Increment is described as “Done”, everyone must understand what “Done” means. Although this varies significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency.”

Scrum Guide 2020, page 10: “The moment a Product Backlog item meets the Definition of Done, an Increment is born.”

Scrum Guide 2020, page 10: “Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together.”

Scrum Guide 2020, page 14: “The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team’s current Definition of Done.”

Scrum Guide 2020, page 15: “The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.”

The Scrum Master should allow the Developers to self-manage and determine for themselves what to do because:

It respects the autonomy and empowerment of the Developers. The Developers are accountable for organizing and managing their own work, and they are the best people to decide how to conduct their Daily Scrum. The Scrum Master should not impose or dictate how the meeting should be set up or run, as that would undermine the self-organization and collaboration of the Developers.

It supports the continuous improvement and adaptation of the Developers. The Developers are expected to inspect and adapt their process and practices, and to find ways to overcome any challenges or impediments they face. The Scrum Master should not solve the problems for them, but rather facilitate their problem-solving and learning abilities.

It aligns with the role and responsibilities of the Scrum Master. The Scrum Master is responsible for promoting and supporting Scrum, and for helping everyone understand and enact Scrum theory, values, principles, and practices. The Scrum Master is not a manager or a leader of the Developers, but rather a servant-leader who enables them to work effectively.

References:

Scrum Guide 2020, page 6: “Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.”

Scrum Guide 2020, page 6: “The Developers are accountable for … organizing and managing their work.”

Scrum Guide 2020, page 12: “The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This creates focus and improves self-management.”

Scrum Guide 2020, page 13: “The Daily Scrum is an internal meeting for the Developers. If others are present, the Scrum Master ensures that they do not disrupt the meeting.”

Scrum Guide 2020, page 7: “The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.”

 This is the best answer because it respects the Scrum values of openness, commitment, and focus. The Developers should be transparent about their progress and collaborate with the Product Owner to adjust the Sprint scope accordingly. The Product Owner is responsible for maximizing the value of the product and the work of the Developers, so he or she should be involved in any decisions that affect the Sprint Goal and the Product Backlog. References:

Scrum Guide, page 10: “If the work turns out to be different than the Developers expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.”

Scrum Guide, page 11: “The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.”

During the Sprint Review, the stakeholder’s role is not to reorder the Product Backlog, but rather to provide feedback and suggestions on the product and the process. Therefore, the answer is false because:

The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration. The stakeholders are invited to attend the Sprint Review as observers, participants, or customers, and they can share their opinions, ideas, or requests regarding the product and its features, functionality, quality, value, etc.

The ordering of the Product Backlog is the sole responsibility of the Product Owner. They order Product Backlog items to best achieve goals and missions. The Product Owner may consider the feedback and suggestions from the stakeholders, as well as other factors such as dependencies, risks, costs, etc., when ordering the Product Backlog. However, they are not obliged to follow or implement them.

The Product Backlog is not a fixed or final list of requirements, but rather an emergent and dynamic artifact that represents all the possible changes to the product. The Product Owner is accountable for effective Product Backlog management, which includes refining, communicating, and optimizing the Product Backlog items. The Product Owner may update the Product Backlog at any time, not only during the Sprint Review.

References:

Scrum Guide 2020, page 11: “The ordering of the items in the Product Backlog is the sole responsibility of the Product Owner.”

Scrum Guide 2020, page 11: “The Product Owner is accountable for effective Product Backlog management, which includes … ordering Product Backlog items; and ensuring that the Product Backlog is transparent, visible and understood.”

Scrum Guide 2020, page 15: “The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.”

Scrum

The two primary ways a Scrum Master helps a Scrum Team work at its highest level of productivity are by facilitating Scrum Team decisions and by removing impediments that hinder the Scrum Team12. The Scrum Master is a facilitator and a coach, helping the team remove impediments and facilitating team decisions12. This enables the team to focus on their work and maintain their productivity12.