Scrum PSM-II Dumps Questions Answers

 The Product Owner is responsible for maximizing the value of the product resulting from the work of the Scrum Team 1 .  One of the ways to do this is to order the Product Backlog in a way that reflects the flow of value to the stakeholders and customers 2 .  The Product Owner can use various factors to order the Product Backlog, such as value, risk, dependencies, learning opportunities, and feedback loops 3 .

However, sometimes the Product Owner may face challenges or constraints that affect the ordering of the Product Backlog, such as external dependencies, market changes, technical issues, or stakeholder requests 4 . In such cases, the Product Owner needs to balance between delivering value and managing risks.  The Product Owner may need to adjust the Product Backlog ordering to account for these factors, but not at the expense of compromising the value delivery 5 .

In this scenario, the Developers are waiting for an external supplier to deliver a specific product component that they need to integrate and use. Without that component there will not be enough work in the next Sprint to occupy the full team. They ask their Product Owner to re-order the Product Backlog. The Product Owner asks the Scrum Master for help. A good advice for the Product Owner would be to tell them that their primary concern is the flow of value reflected in the ordering of the Product Backlog. Timeline of the flow might be influenced by such dependencies and require some level of Product Backlog re-ordering.

This advice would help the Product Owner to focus on delivering value while also considering the impact of the external dependency. The Product Owner could work with the Developers and stakeholders to identify and prioritize other valuable work that can be done in the next Sprint without relying on the external component. The Product Owner could also communicate with the external supplier and try to minimize or eliminate the dependency as much as possible.

The other options are not good advice for the Product Owner. Telling them that they need to re-order the Product Backlog to maximize utilization of the Developers would imply that keeping productivity high is more important than delivering value. This would go against the Scrum values of focus and respect. Telling them to remove all work involving the external component from the Product Backlog and create a new backlog for it would imply that they are ignoring or avoiding the dependency rather than managing it. This would go against the Scrum values of courage and openness.

References:

The Scrum Guide 2020 , section “The Product Owner”

What is a Product Backlog? | Scrum.org , section “Ordering”

Product Backlog Ordering - Zen Ex Machina , section “Ordering by Value”

Product Backlog Ordering - Zen Ex Machina , section “Ordering by Risk”

Ordered Not Prioritized | Scrum.org , section “Ordering by Dependencies”

[The Scrum Values | Scrum.org], section “The Scrum Values”

The Product Owner is responsible for maximizing the value of the product and the work of the Developers. The Product Owner is also accountable for managing the Product Backlog, which is an ordered list of what is needed in the product. The Product Owner should collaborate with the Developers and the stakeholders to create and refine the Product Backlog, as well as to define and communicate the product vision and goals. Therefore, as a Scrum Master, you should direct the new Product Owner towards focusing on:

Building a good relationship with the stakeholders of the product (A), which is a valid option as it helps the Product Owner to understand and align with the changing organizational or market expectations, as well as to invite and receive feedback from the appropriate stakeholders during the Sprint Review, which is an event that inspects the outcome of the Sprint and determines future adaptations.

Relying on others in the Scrum Team and the stakeholders to formulate the Product Backlog (D), which is another valid option as it helps the Product Owner to leverage the functional and business insights of the Developers and the stakeholders, who are more familiar with the product and the customer needs. By questioning them and working with them, the Product Owner will quickly become more productive and effective.

The other options are not correct because they:

Inform the Product Owner that it is important that the Developers are updated on changing business priorities on a daily basis at the Daily Scrum (B), which is not a good option as it shows a misunderstanding of the purpose and format of the Daily Scrum, which is an event for the Developers to inspect their progress and plan their work for the next 24 hours, not a status report or a meeting for changing requirements or scope. The Product Owner should respect and support the Developers’ commitment to their Sprint Goal and Sprint Backlog, and only introduce changes that do not endanger them.

Tell the Product Owner to make sure that there are no ambiguities or possible misunderstandings in the items on the Product Backlog by capturing the functional requirements during an analysis phase ©, which is not a good option as it shows a misunderstanding of the nature and process of the Product Backlog, which is a dynamic and emergent artifact that can change as more is learned about the product, users, market, and technology. The Product Owner should collaborate with the Developers to refine and clarify the Product Backlog items throughout the product development, not create detailed documents that are considered as final outputs of analysis Sprints.

References:  : [Scrum Guide], The Product Owner : [Scrum Guide] , The Product Backlog : [Scrum Guide], The Sprint Review : [Scrum Guide] , The Scrum Master : [Scrum Guide], The Developers : [Scrum Guide] , The Daily Scrum

A “Quality Assurance and Release Readiness Sprint” is not a Scrum concept, but a sign of poor engineering practices and weak adherence to the Scrum values and principles. It indicates that the Scrum Team is not delivering a potentially releasable product Increment every Sprint, which is one of the core commitments of Scrum. This could be due to a weak or incomplete Definition of Done, which allows technical debt to accumulate and compromises the quality and usability of the product. It could also be due to the Developers finding it nearly impossible to create a valuable, useful product Increment in a Sprint, which could be caused by various factors such as lack of skills, tools, collaboration, feedback, or empowerment. The Definition of Done is not being met every Sprint, which means that the Scrum Team is not fulfilling its accountability for the Increment and is not transparent about the state of the product.

References :

Scrum Guide 2020 , section “Commitments”, “Definition of Done”, “The Sprint”, “The Increment”.

Advanced Knowledge of Scrum , section “Definition of Done”, “Technical Debt”.

Scrum Master Accountabilities , section “Accountability for Effectiveness”.