Valid PSPO-II Exam Q&A PDF PSPO-II Dump is Ready (Updated 80 Questions) [Q20-Q43]

Q20. As a Product Owner, you have sufficient data showing the outcome of the last release. The information shows that very few people are utilizing the new functionality and a number of features are never being used.
Which of the following actions could you take to further evaluate this unexpected result? (choose all that apply)

Spend more time talking with your users to understand their needs.

Evaluate whether the features are solving the intended problems.

Turn off the features that are never used and seek more user feedback.

Run experiments to increase your understanding of your customer needs.

Q21. You are a Product Owner for a product that publishes customer usage rates by feature.
An influential stakeholder does not believe the data showing the usage rates, and insists that a particular feature is essential, despite data showing low usage rates. The stakeholder believes that measuring feature usage is a waste of time.
As Product Owner you have confirmed that the data is accurate and believe that the data is valuable to help you and your team. What should you do?
(choose the best answer)

Continue measuring feature usage and use it to inform your decisions, but do not publish it.

Continue to measure and publish the data, to provide openness and transparency, and use it to inform your decisions.

Stop measuring feature usage to appease the stakeholder.

Q22. Which of the following statements is true about the Product Vision?
(choose the best answer)

It evolves as the Scrum Team learns more about customers and their needs.

It is the shared responsibility of the Scrum Team to develop and evolve.

It must be completely free from discussions about strategic technology choices.

All of the above.

None of the above.

Option A is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Vision is a concise and inspiring statement that describes the purpose, direction, and value proposition of the product1. The Product Vision is not a fixed or static document, but rather an emergent and dynamic one that adapts to the changing environment, needs, and feedback. The Product Owner is accountable for creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Vision based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product discovery, user research, market analysis, and experiments, to validate and refine the Product Vision5 .
Option B is not the best answer because it contradicts the accountability of the Product Owner. The Product Owner is the sole person responsible for managing the Product Backlog and maximizing the value of the product and the work of the Scrum Team. The Product Owner is also the sole person responsible for creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner may seek input and feedback from the Scrum Team and the stakeholders, but the final decision and authority on the Product Vision belongs to the Product Owner.
The Scrum Team and the stakeholders are not accountable for developing and evolving the Product Vision, but they are expected to understand and support it .
Option C is not the best answer because it contradicts the reality and complexity of product development. The Product Vision is not a technical specification, but rather a strategic and business-oriented statement that guides the development of the product1. The Product Vision does not prescribe how the product should be built, but rather why and what the product should achieve.
However, the Product Vision is not completely detached from the technical aspects of the product, as the technology choices may have an impact on the feasibility, desirability, and viability of the product. The Product Owner should be aware of the strategic technology choices and their implications, and discuss them with the Development Team and the stakeholders, as part of the product discovery and validation process .
References:
1: Product Vision
2: Product Owner Accountabilities
3: Empiricism
4: Stakeholders & Customers
5: Product Discovery
6: Product Backlog Management
7: The Scrum Guide
8: Scrum Team
9: Product Value
11: Product Feasibility
12: Product Validation
13: [Agile Manifesto]
14: [User Research]
15: [Market Analysis]
16: [Experiments]

Q23. Product A has a budget that is twice that of Product B. Both serve the same set of customers.
Does Product A create more value for the customers than Product B? (choose the best answer)

Yes, because with more funding it can address a broader set of customer needs.

We do not know unless we actually measure customer experience

No; Product B may better meet the needs of customers by focusing more narrowly

Q24. You have a Scrum Team that has been working together for over a year. The Scrum Team consists of 11 members who rarely collaborate and work within their functional boundaries. There are no Sprint Goals and most of the items in the Sprint Backlog are unrelated. The Scrum Team has concluded that it is not possible to create Sprint Goals based on the items in the Product Backlog.
What might explain why the Scrum Team is finding it difficult to craft Sprint Goals? (choose all that apply)

Scrum might not be the best framework for this team.

The Product Owner is not empowered to make decisions about items in the Product Backlog nor how they are ordered.

The Scrum Team is too big.

The Product Owner doesn’t set objectives that he/she wants to achieve with upcoming Sprints.

The Sprints are too long

Q25. The smallest product Increment that is valuable enough to release is one that:
(choose the best answer)

Fixes at least one defect.

Delivers all “must do” Product Backlog items.

Adds a new feature.

Delivers a single new or improved outcome.

Q26. What is typical work for a Product Owner in a Sprint?
(choose the best two answers)

Collaborate with stakeholders, user communities and other Product Owners.

Work with the Developers on Product Backlog refinement.

Attend every Daily Scrum to answer functional questions about the Sprint Backlog.

Create financial reporting upon the spent hours reported by the Developers.

Update the work plan for the Developers on a daily basis.

Q27. When value can be measured infrequently, it becomes a … Choose the best answer

Leading indicator

Lagging indicator

Q28. A user satisfaction gap exists when there is a difference between:
(choose the best two answers)

The total market size.

The user’s desired outcome.

The market share of the product.

The user’s actual experience.

Q29. Which preferred Product Owner stance helps people to align around the product vision and get people excited to join the case? (choose the best answer)

The Manager

The Influencer

The Subject Matter Expert

The Visionary

Q30. 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? (choose the best answer)

Your organization has stopped using Scrum

The organization has decided to reduce operational overhead and to focus on products that generate better Product cost Ratios.

The innovation rate for the product is low.

The product has been losing customers, revenues are down, and the Unrealized Value is low (even though the Current Value is high).

Q31. As an experienced Product Owner, your organization has asked you for your advice on investment strategies for two products. Given the following information: -Product B generates more revenue than Product A -Product B has higher user satisfaction rates than Product A -Product A has bigger potential market opportunities than Product B Which of the following strategies would you advise? (choose the best answer)

For both products, continually measure the impact of any new investments or marketing.

Invest in Product A to increase its market share, user satisfaction, and revenue.

Increase marketing for Product B to grow its market share.

All of the above.

Q32. Management has asked you for advice on which product to fund. Each product is focusing on different markets. Given the following information: -Product A has very high user satisfaction scores and high market share. -Product B has low user satisfaction scores, low market share, but is in a growing market in which no other competitor has significant market share.
Which product would you suggest funding? (choose the best answer)

Product B

Product A

Q33. You deliver a new feature that you think will improve customer satisfaction. When you measure the results, you not only find that it had no impact on customer satisfaction, it was hardly used.
What is your next step? (choose the best answer)

Drop the feature from the product and focus on the next most important feature

Redesign the interface to improve the feature’s ease of use and re-release it.

Redesign the feature to improve its effectiveness and re-release it.

Investigate why the feature was not used by interviewing users and watching usage

Q34. What are the attributes of a good Product Vision and Strategy?
(choose all that apply)

It describes how the product compares to competitor products.

It describes who will use the product and what they would like to achieve.

It describes how people will use the product to achieve potential outcomes.

It describes what value means in the context of the product, and how it can be

Q35. What is a desired outcome of using the Evidence-Based Management (EBM) approach? (choose the best answer)

Improving the Developers’s velocity and predictability.

Continuously improve product viability and business value by ways of measuring delivered value and the ability to deliver value.

Identifying low performing teams and decide on training strategies.

Measuring team progress against the predefined project plan.

Q36. Who is accountable for maintaining and communicating the Product Goal?
(choose the best answer)

The Product Owner.

The Developers.

Executive Sponsors.

Stakeholders.

All of the above.

Q37. A company wants to hire you to lead their agile transformation. They have learned about the benefits of being agile but want to know how to measure the success of the initiative.
What advice would you provide? (choose the best answer)

The number of projects delivered on-time, on-budget, and on-scope will increase.

The improvement in customer outcomes.

All of the above.

The average team velocity will continuously improve.

The level of agility is proportionate to the number of teams doing Scrum.

Q38. How much of the Sprint Backlog must be defined during Sprint Planning?
(choose the best answer)

Enough so the Developers can create a forecast of what they can do during the Sprint.

All of the potential work. Sprint Planning is not over until 100% of the work is identified and estimated.

Just enough to understand design and architectural implications.

Just enough tasks for the Scrum Master to be confident in the Developer’s understanding of the Sprint.

Q39. Which of the following measures might help you determine whether your product is delivering value to your customer?
(choose the best answer)

The number of “must-do” Product Backlog items delivered in a release.

The average cost of your product release.

The on-schedule performance of the Scrum Team.

How often your customers use your product.

All of the above.

None of the above.

Q40. Which of the following are the correct Key Value Areas in Evidence Based Management from Scrum.org? Select all that apply

Unrealized Value

Customer Value

Ability to Innovate

Time to Market

Current Value

Product Quality

Q41. Which of the following statements is true about the Product Vision?
(choose the best answer)

It evolves as the Scrum Team learns more about customers and their needs.

It is the shared responsibility of the Scrum Team to develop and evolve.

It must be completely free from discussions about strategic technology choices.

All of the above.

None of the above.

* Option A is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Vision is a concise and inspiring statement that describes the purpose, direction, and value proposition of the product1. The Product Vision is not a fixed or static document, but rather an emergent and dynamic one that adapts to the changing environment, needs, and feedback. The Product Owner is accountable for creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Vision based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product discovery, user research, market analysis, and experiments, to validate and refine the Product Vision5 .
* Option B is not the best answer because it contradicts the accountability of the Product Owner. The Product Owner is the sole person responsible for managing the Product Backlog and maximizing the value of the product and the work of the Scrum Team. The Product Owner is also the sole person responsible for creating and communicating the Product Vision to the Scrum Team and the stakeholders2. The Product Owner may seek input and feedback from the Scrum Team and the stakeholders, but the final decision and authority on the Product Vision belongs to the Product Owner.
The Scrum Team and the stakeholders are not accountable for developing and evolving the Product Vision, but they are expected to understand and support it .
* Option C is not the best answer because it contradicts the reality and complexity of product development. The Product Vision is not a technical specification, but rather a strategic and business- oriented statement that guides the development of the product1. The Product Vision does not prescribe how the product should be built, but rather why and what the product should achieve. However, the Product Vision is not completely detached from the technical aspects of the product, as the technology choices may have an impact on the feasibility, desirability, and viability of the product. The Product Owner should be aware of the strategic technology choices and their implications, and discuss them with the Development Team and the stakeholders, as part of the product discovery and validation process .
References:
* 1: Product Vision
* 2: Product Owner Accountabilities
* 3: Empiricism
* 4: Stakeholders & Customers
* 5: Product Discovery
* : Product Backlog Management
* : The Scrum Guide
* : Scrum Team
* : Product Value
* : Product Feasibility
* : Product Validation
* : [Agile Manifesto]
* : [User Research]
* : [Market Analysis]
* : [Experiments]

Q42. An organization is currently having difficulties delivering new releases of their products in a timely manner. When asked, the teams say that they need to share team members across different teams and products in order for a team to get their work done. At least one team needs help from a member of another team at any point in time.
Which of the following would be the most appropriate response? (choose the best answer)

None of the above.

All of the above.

Create project plans for each of the products to include how to coordinate between teams and team members.

Reduce the number of products in order to help improve focus and reduce dependencies between teams.

Work with HR to hire more people to increase the capacity of the teams.

Q43. What is a benefit of frequent product releases? (choose the best answer)

They help teams better understand and meet customer needs.

They help teams to learn how to correct and eliminate errors.

All of the above

Smaller, more frequent releases are less risky

None of the above.

They enable teams to inspect and adapt more frequently

Valid PSPO-II Exam Q&A PDF PSPO-II Dump is Ready (Updated 80 Questions) [Q20-Q43]

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