PSPO-II Professional Scrum Product Owner™ II (PSPO 2) Questions and Answers

 Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems. Scrum consists of three roles (Scrum Master, Product Owner and Developers), five events (Sprint, Sprint Planning, Daily Scrum, Sprint Review and Sprint Retrospective), and three artifacts (Product Backlog, Sprint Backlog and Increment). Each component of Scrum serves a specific purpose and is essential to the successful usage of Scrum. Scrum is not a methodology, where you can “pick and choose” which parts of Scrum you think will work for your environment. Scrum is a whole, and each part of Scrum complements the others. Scrum is based on empiricism, which means that knowledge comes from experience and making decisions based on what is observed. Scrum employs an iterative, incremental approach to optimize predictability and control risk. Scrum is not like traditional processes but with self-management to replace Project Managers. Scrum is a different way of working that requires a shift in mindset and culture. Scrum promotes self-organization, collaboration, transparency, inspection and adaptation.

References:

Professional Scrum Product Owner™ II Certification

Understanding and Applying the Scrum Framework

[The Scrum Guide]

As a Product Owner, you are accountable for maximizing the value of the product and the work of the Scrum Team. To do this, you need to have a clear understanding of the product vision, the product value, and the product backlog management. Measuring feature usage is one way to gather empirical evidence of the value delivered by the product and the feedback from the customers and users. This data can help you validate or invalidate your assumptions, prioritize the product backlog items, and inspect and adapt the product strategy. Therefore, measuring feature usage is not a waste of time, but a valuable practice for agile product management.

Moreover, as a Product Owner, you are also responsible for engaging with the stakeholders and customers, and providing them with transparency and openness. This means that you should share the data and the insights you gain from it with them, and invite them to collaborate with you and the Scrum Team. This can help you build trust and alignment, and foster a culture of experimentation and learning. Therefore, you should not hide the data or stop measuring it, but rather use it as a basis for constructive dialogue and decision making.

References:

Professional Scrum Product Owner™ II Certification

Managing Products with Agility

Evidence-Based Management

None of the options given are accurate descriptions of what an effective Product Owner must do. According to the PSPO II resources, an effective Product Owner must12345:

Develop and communicate a clear and compelling Product Goal that aligns with the organization’s vision and strategy.

Manage the Product Backlog by refining, ordering, and prioritizing items that deliver value to customers and users.

Collaborate with stakeholders and the Scrum Team to understand their needs, expectations, and feedback.

Empower the Scrum Team to make decisions and self-organize around the Sprint Goal and the Product Backlog items.

Experiment and validate assumptions using empirical evidence and data.

Optimize the value of the product and the work of the Scrum Team.

Continuously inspect and adapt the product and the process based on the outcomes and feedback. References:

1: The Scrum Guide

2: Product Owner Learning Path

3: Product Owner Competencies

4: Evidence-Based Management

5: Product Strategy

As a Product Owner, you are accountable for maximizing the value of the product and the work of the Scrum Team. To do this, you need to collaborate with various stakeholders, user communities and other Product Owners to understand their needs, expectations and feedback, and to align them with the product vision and strategy. You also need to work with the Developers on Product Backlog refinement, which is an ongoing activity to add detail, estimates and order to Product Backlog items. This helps the Developers to understand what is valuable and feasible to deliver in the upcoming Sprints, and to plan and execute their work accordingly. These are typical and essential work for a Product Owner in a Sprint.

The other options are not typical or effective work for a Product Owner in a Sprint. Attending every Daily Scrum is not necessary, as the Daily Scrum is an event for the Developers to inspect their progress and plan their next steps. The Product Owner can attend the Daily Scrum if invited by the Developers, but should not interfere or answer questions that are not related to the Sprint Goal or the Product Backlog. Creating financial reporting upon the spent hours reported by the Developers is not a valuable activity, as it does not reflect the outcome or the value delivered by the product. It also goes against the Scrum values of trust and respect, as it implies that the Developers are not self-managing or committed to their work. Updating the work plan for the Developers on a daily basis is also not a good practice, as it undermines the autonomy and creativity of the Developers, and reduces their ability to inspect and adapt their work based on the empirical evidence. The Product Owner should not tell the Developers how to do their work, but rather focus on what is the most valuable outcome for the product.

References:

Professional Scrum Product Owner™ II Certification

Understanding and Applying the Scrum Framework

Managing Products with Agility

= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to have a clear vision of the product and its target users, as well as a validated understanding of the market opportunities and risks. You also need to collaborate with stakeholders and customers to align their expectations and feedback with the product goals and strategy.

In this scenario, you face a dilemma between pursuing a new market segment or satisfying the existing customers. Both options have potential value, but also uncertainty and trade-offs. The best way to proceed is to devise an experiment that will help you to test your assumptions and learn more about the new market and its potential. This could be a small-scale release, a prototype, a survey, or any other method that can provide you with empirical evidence and feedback. By doing this, you can reduce the risk of investing in a feature that may not deliver the expected value, and also gain insights that can help you to refine your product vision and backlog.

This approach is consistent with the principles of agile product management, which emphasize delivering value early and often, validating hypotheses with data, and adapting to changing customer needs and market conditions. It also demonstrates your ability to apply the Scrum values of openness, courage, and respect, as you are willing to explore new possibilities, challenge your own opinions, and involve your stakeholders and customers in the decision-making process. References := Scrum Guide, Managing Products with Agility, Evidence-Based Management

Product Backlog refinement is an ongoing activity that can occur at any time during a Sprint, as needed. The Product Owner and Developers collaborate on this task, ideally in advance of the upcoming Sprint to ensure clarity and readiness of the work ©. If refinement has not been done in preceding Sprints, it should be done in the current Sprint to maintain the flow of valuable work (E). This approach is consistent with the Scrum principle of continuous improvement and the iterative, incremental nature of Scrum12.

According to the Professional Scrum Product Owner™ II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner should collaborate with the Developers and the Scrum Master to find the best way to deliver value in the current Sprint, even if the initial forecast is not met. The Product Owner should not change or abandon the Sprint Goal, as it is a commitment made by the Scrum Team during Sprint Planning. The Product Owner should also not skip Product Backlog refinement activities, as they are essential for preparing the Product Backlog for future Sprints. The Product Owner should not end the Sprint prematurely, as it may cause more disruption and waste than delivering a potentially releasable Increment. The Product Owner should not inform management that more resources are needed, as it may imply that the Scrum Team is not self-organizing and cross-functional. The Product Owner should respect the Developers’ autonomy and professionalism and support them in finding the best solution to the problem. Therefore, the best answer is to reduce the scope of the Sprint, if possible, to still meet the Sprint Goal. This means that the Product Owner and the Developers should negotiate the scope of the Sprint Backlog within the Sprint, removing or adding Product Backlog items that are aligned with the Sprint Goal and the value delivery. References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org

Let's break down why the correct answer isCand why the others are incorrect, referencing the Professional Scrum Product Owner™ II (PSPO II) objectives and associated competencies:

C. The Scrum Team is more focused through a common yet specific goal.

Verification:This is thecorrectanswer and aligns perfectly with the purpose of a Sprint Goal as defined in the Scrum Guide and emphasized within the PSPO II competencies.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Empiricism

The Sprint Goal promotestransparencywithin the team about what they are trying to achieve during the Sprint.

It provides a basis forinspectionduring the Sprint, allowing the team to adapt their plans based on progress toward the Sprint Goal.

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

The Sprint Goal helps the team focus on achieving a specific, valuable outcome each Sprint.

It provides a basis for forecasting what can be achieved in the Sprint.

Professional Scrum Competency: Managing Products with Agility - Product Value

The Sprint Goal should be aligned with maximizing product value, providing a clear link between the work done in the Sprint and the overall product vision.

Scrum Guide:The Scrum Guide states, "The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Developers1on why it is building the Increment.2[...] During Sprint Planning the Scrum Team also crafts a Sprint Goal. The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog."3This clearly emphasizes that the Sprint Goal provides focus and guidance.  

A. A Sprint Goal ensures that all the Product Backlog items selected for the Sprint are implemented.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Empiricism

Scrum acknowledges that the plan for the Sprint (what Product Backlog items are chosen) may change as the team learns more during the Sprint.

The Sprint Goal is the commitment, and while the team strives to complete the selected Product Backlog items, the primary focus is on achieving the Sprint Goal, even if it means adapting the plan.

Scrum Guide:While the selected Product Backlog items are the initial plan, the Scrum Guide states, "The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal." This implies that the focus is on the coherent function (represented by the Sprint Goal), not necessarily the completion of every single Product Backlog item.

B. A Sprint Goal only gives purpose to Sprint 1.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

Every Sprint should have a Sprint Goal, providing ongoing direction and focus for the team.

Scrum Guide:The Scrum Guide explicitly states that a Sprint Goal is crafted during Sprint Planning, implying that it's a necessary component of every Sprint, not just Sprint 1.

D. Sprint Goals are not valuable. Everything is known from the Product Backlog.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Product Value

Sprint Goals are crucial for maximizing product value by providing focus and ensuring the team is working on the most important aspectsin each Sprint.

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Empiricism

The Sprint Goal provides context and purpose beyond the individual Product Backlog items. It helps the team understand the "why" behind the work.

Scrum Guide:The Scrum Guide's emphasis on the Sprint Goal throughout the Sprint lifecycle (planning, daily Scrum, review, retrospective) demonstrates its importance.

In conclusion, the Sprint Goal serves as a unifying and focusing mechanism for the Scrum Team, promoting commitment to a specific outcome within each Sprint and is, therefore, a crucial element for successful Scrum implementation, aligning perfectly with the PSPO II competencies and the Scrum Guide.

 According to the Professional Scrum Product Owner™ II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner should have a clear vision of the product, understand the needs and desires of the customers and stakeholders, and prioritize the Product Backlog items based on their value and urgency. The Product Owner should also use evidence-based management to measure the value delivered by the product and make informed decisions about the product strategy and direction.

In this question, Product A has a high current value, which means that it is generating a lot of revenue and satisfying the existing customers. However, it also has a low unrealized value, which means that it has little room for improvement or innovation, and may face competition or obsolescence in the future. Product B has a low current value, which means that it is not generating much revenue or satisfying many customers. However, it also has a high unrealized value, which means that it has a lot of potential for improvement or innovation, and may capture new markets or opportunities in the future.

Taking a long-term view, the Product Owner should weight the investment toward Product B, since it has more potential to deliver value in the future. This does not mean that the Product Owner should neglect Product A, but rather balance the investment between the two products based on the expected return on investment and the risk involved. Investing equally in both products may not be optimal, as it may result in underinvesting in Product B and overinvesting in Product A. Weighting the investment toward Product A may not be wise, as it may result in missing out on the opportunities offered by Product B and losing the competitive edge in the market.

References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org

The Product Owner is accountable for maintaining and communicating the Product Goal. This responsibility includes ensuring that the goal is visible to everyone and provides direction and purpose for the Scrum Team and its stakeholders

 A good Product Vision and Strategy should have the following attributes12:

It describes who will use the product and what they would like to achieve. This helps to define the target market, the customer segments, and the user personas, as well as their needs, goals, and problems.

It describes how people will use the product to achieve potential outcomes. This helps to articulate the value proposition, the benefits, and the features of the product, as well as the assumptions and hypotheses that need to be validated.

It describes what value means in the context of the product, and how it can be measured. This helps to establish the objectives, the key results, and the metrics that will guide the product development and evaluation.

It is not necessary for a good Product Vision and Strategy to describe how the product compares to competitor products. This may be part of the market analysis or the competitive advantage, but it is not a core attribute of the Product Vision and Strategy. Moreover, focusing too much on the competitors may distract from the customer needs and the product value. References: 1: Product Vision, 2: Product Strategy

Let's analyze each option to determine the best considerations for a Product Owner when ordering the Product Backlog, referencing PSPO II competencies:

A. Alignment with organizational strategy and goals.

Verification:This is acorrectanswer.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Business Strategy

The Product Backlog should reflect the overall business strategy andcontribute to achieving organizational goals.

Professional Scrum Competency: Managing Products with Agility - Product Vision

The Product Vision is guided by the organizational strategy. The Product Backlog ordering should help realize that vision.

Additional Explanation:A Product Owner must ensure the product is strategically aligned, maximizing the return on investment for the organization.

B. The techniques the Developers will use to implement the item.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Self-Managing Teams

The Developers are responsible for determininghowthey will implement Product Backlog items. The Product Owner focuses on thewhatandwhy.

Additional Explanation:The Product Owner should trust the Developers' expertise in technical implementation. While high-level technical feasibility might be a consideration, the specific techniques used are within the Developers' domain.

C. Risk. For example; business risk, market risk, or technology risk.

Verification:This is acorrectanswer.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Evidence-Based Management

Identifying and mitigating risks is crucial for maximizing product value. Addressing high-risk items early can prevent significant problems later.

Professional Scrum Competency: Managing Products with Agility - Business Strategy

Understanding and mitigating business and market risks is essential for strategic product development.

Additional Explanation:Addressing high-risk items early (when appropriate) allows for early learning and adaptation, reducing overall project risk.

D. Alignment with other Product Backlog items.

Verification:This is acorrectanswer.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

Considering dependencies and relationships between Product Backlog items is essential for effective release planning.

Professional Scrum Competency: Managing Products with Agility - Product Backlog Management

The Product Backlog should be ordered in a way that considers dependencies and logical groupings of items to deliver coherent functionality.

Additional Explanation:Grouping related items or addressing dependencies early can improve development efficiency and create more valuable increments.

E. Importance to users or customers.

Verification:This is acorrectanswer.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Stakeholders & Customers

Understanding and prioritizing based on user and customer needs is fundamental to delivering a valuable product.

Professional Scrum Competency: Managing Products with Agility - Product Value

Delivering value to users and customers is the ultimate goal, and the Product Backlog ordering should reflect this.

Additional Explanation:Focusing on user and customer value helps ensure that the most important features are delivered first, maximizing user satisfaction and business impact.

In conclusion, the four best considerations for ordering the Product Backlog are: alignment with organizational strategy and goals, risk, alignment with other Product Backlog items, and importance to users or customers. These factors help the Product Owner maximize product value, manage risks, and ensure the product aligns with business objectives and user needs, in accordance with the PSPO II competencies.

Let's break down why the correct answer isCand why the others are incorrect, referencing the Professional Scrum Product Owner™ II (PSPO II) objectives and associated competencies:

C. During Sprint Planning.

Verification:This is thecorrectanswer.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Scrum Events

Sprint Planning is the event where the Scrum Team collaboratively plans the work for the upcoming Sprint. Creating the Sprint Backlog is a key part of this event.

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

The Sprint Backlog represents the team's forecast of what they believe they can deliver in the Sprint to achieve the Sprint Goal. This forecasting occurs during Sprint Planning.

Scrum Guide:The Scrum Guide states, "The work to be performed in the Sprint is planned at the Sprint Planning. This plan is created by the collaborative work of the entire Scrum Team. [...] Sprint Planning answers the following questions: What can be Done this Sprint? How will the chosen work get done?" The answer to the second question results in the creation of the Sprint Backlog.  

A. During the Sprint.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Scrum Events

While the Sprint Backlog can beupdatedduring the Sprint as the Developers learn more, it is initially createdbeforethe Sprint starts, during Sprint Planning.

Scrum Guide:The Scrum Guide says "The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal. Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned. It should have enough detail that they can inspect their progress in the Daily Scrum." This means that Sprint backlog is already created before sprint starts.  

B. Prior to Sprint Planning.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Scrum Events

The Sprint Backlog is createdduringSprint Planning through collaboration between the Developers and the Product Owner. Before Sprint Planning, the Product Owner prepares a prioritized Product Backlog, but this is not the Sprint Backlog.

Scrum Guide:The Sprint Backlog emerges from the discussion and negotiation that happens during Sprint Planning. It is not pre-defined.

D. At the beginning of the project.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

The Sprint Backlog is specific to each Sprint and is created at the beginning of each Sprint, not at the beginning of the entire project.

Scrum Guide:Scrum is iterative and incremental. Planning the work for the entire project upfront is not in line with Scrum principles. The Sprint Backlog is created anew during each Sprint Planning event.

In conclusion, the Sprint Backlog is created during Sprint Planning, where the Scrum Team collaboratively decides what work they will undertake in the upcoming Sprint and how they will accomplish it, aligning with the PSPO II competencies and the Scrum Guide.

Let's analyze each option and determine the best course of action for a Product Owner in this situation, keeping in mind the PSPO II objectives and competencies:

C. Release when you can satisfy at least a single outcome, even though not all features are implemented.

Verification:This is thecorrectanswer.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Product Value

This option aligns with the principle of maximizing value by delivering value early and often.

It emphasizes focusing on valuable outcomes rather than just completing a list of features.

Professional Scrum Competency: Managing Products with Agility - Business Strategy

Releasing a product increment that provides value allows for faster feedback and learning, which can inform future decisions and help to align the product with the overall business strategy.

Professional Scrum Competency: Managing Products with Agility - Stakeholders & Customers

While stakeholder management is important, focusing on delivering a valuable outcome is a better way to manage expectations and build trust in the long term.

Scrum Guide:The Scrum Guide emphasizes the importance of delivering a "Done", usable, and potentially releasable product Increment every Sprint. This aligns with the concept of releasing when a valuable outcome is achieved.

Additional Explanation:By focusing on outcomes, the Product Owner can prioritize the most valuable features that contribute to that outcome. This may mean that not all stakeholder requests are met in the initial release, but it allows for delivering value sooner and adapting based on feedback.

A. Wait until all essential features are complete before releasing the product.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Product Value

This approach delays the realization of value and increases the risk of building the wrong thing.

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

Waiting for all features delays feedback and learning, making it difficult to adapt the product to changing market conditions or user needs.

Scrum Guide:This contradicts the iterative and incremental nature of Scrum, where the goal is to deliver value frequently.

B. Pick the two most influential stakeholders and satisfy their needs, then release.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Product Value

Prioritizing based on influence rather than value can lead to building the wrong product.

Professional Scrum Competency: Managing Products with Agility - Stakeholders & Customers

While stakeholder management is important, the Product Owner's primary responsibility is to maximize product value, not to cater to the most influential stakeholders.

Additional Explanation:This approach can damage trust with other stakeholders and create a political environment rather than a collaborative one.

D. Escalate to the steering committee to make the call.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Evolving the Agile Organization - Portfolio Planning

The Product Owner is empowered to make decisions about the product and should not routinely escalate prioritization decisions.

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Self-Managing Teams

The Product Owner is accountable for maximizing the value of the product. Escalating to a steering committee undermines this accountability.

Additional Explanation:This approach undermines the Product Owner's authority and can lead to delays and inefficient decision-making.

In conclusion, the best approach is to release when a valuable outcome can be achieved, even if not all requested features are implemented. This aligns with the principles of iterative development, value maximization, and frequent feedback, all of which are core to Scrum and emphasized in the PSPO II competencies.

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are also accountable for effective Product Backlog management, which includes ordering the Product Backlog items to best achieve goals and missions1. The Product Owner should consider various sources of information to make informed decisions about the product, such as customer feedback, market trends, stakeholder input, and data analysis2.

When deciding whether to drop the price of the product, the Product Owner should consider the following sources of information:

Customer satisfaction: The Product Owner should measure and monitor how satisfied the customers are with the product, and how likely they are to recommend it to others. Customer satisfaction is a key indicator of product value and quality, and it can also influence customer retention and loyalty. The Product Owner should use various methods to collect customer feedback, such as surveys, interviews, reviews, ratings, and net promoter score23.

Market share: The Product Owner should track and compare the product’s market share with its competitors and potential customers. Market share is the percentage of the total market that is captured by the product, and it reflects the product’s popularity and demand. The Product Owner should use market research, sales data, and industry reports to analyze the market share and identify opportunities and threats24.

Unmet customer needs: The Product Owner should identify and prioritize the customer needs that are not yet met by the product or its competitors. Unmet customer needs are the gaps or problems that the customers face, and that the product can solve or address. The Product Owner should use techniques such as user stories, personas, value proposition canvas, and jobs to be done to discover and validate the unmet customer needs25.

Competitor pricing: The Product Owner should benchmark and compare the product’s pricing with its competitors and alternatives. Competitor pricing is the amount of money that the customers have to pay to acquire or use a similar or substitute product. The Product Owner should use competitive analysis, price elasticity, and value-based pricing to determine the optimal pricing strategy for the product2 .

The other option, company earnings targets, is not a relevant source of information for the Product Owner, as it does not reflect the value or the demand of the product. The Product Owner should focus on delivering value to the customers and the stakeholders, rather than meeting arbitrary financial goals. The company earnings targets may also change over time, and they may not align with the product vision or the market reality2 . References: 1: Scrum Guide 2: Managing Products with Agility 3: Customer Feedback 4: Market Share 5: Unmet Customer Needs : [Competitor Pricing] : [Company Earnings Targets]

B is correct because the Product Owner is accountable for maximizing the value of the product and the work of the Developers1, and delaying answers to the Developers can cause waste, rework, and missed opportunities2. E is correct because the Product Owneris responsible for ensuring that the product Increment is valuable and useful for thestakeholders and customers3, and this requires close collaboration and feedback with the Scrum Team and the users4. A is incorrect because the Product Owner does not need to dedicate 100% of their time to the Scrum Team, as they also have other accountabilities such as engaging with the market, managing the product vision, and aligning with the business strategy5. C is incorrect because the Product Owner is not a proxy for the stakeholders, and they should not delegate their role to business analysts or anyone else. D is incorrect because the Product Owner does not need the approval of the stakeholders to decide how much time they spend with the Scrum Team, as they are empowered to make the best decisions for the product. F is incorrect because the Product Owner should not base their time allocation on the complaints of the Developers, but on the value and quality of the product.

= Based on the Evidence-Based Management (EBM) framework, your product has a high Current Value (CV), which means that it delivers value to the existing customers and meets their needs and expectations. However, it also has a high Unrealized Value (UV), which means that there is a large gap between the potential and actual use of the product in the market. This indicates that your product has a low awareness, reach, or appeal among the potential customers who could benefit from it.

To increase the business performance of the product, you need to reduce the UV and increase the Ability to Innovate (A2I), which is the ability to deliver future value. One way to do this is to improve the marketing of the product, which can help you to communicate the value proposition, differentiate the product from the competitors, and attract a greater number of customers. This can also provide you with more feedback and data to inform your product strategy and backlog prioritization.

The other options are not the best actions to take, because they either do not address the root cause of the high UV, or they may compromise the CV or A2I of the product. Increasing the number of product features may not necessarily increase the value or the demand for the product, and it may also increase the complexity and the cost of development. Releasing an identical product with a new name may confuse the customers and dilute the brand identity, and it may also create legal or ethical issues. Dropping the price for the product may not be a sustainable or profitable strategy, and it may also affect the perceived quality or value of the product. References := Professional Scrum Product Owner™ II Certification, Managing Products with Agility, Evidence-Based Management

 A user satisfaction gap exists when there is a difference between what the user expects from a product or service and what the user actually experiences12. The user’s desired outcome is the goal or benefit that the user wants to achieve by using the product or service3. The user’s actual experience is the perception and evaluation of the product or service by the user4. If the user’s actual experience does not meet or exceed the user’s desiredoutcome, the user will be dissatisfied and may switch to a different product or service. References:

1: Identifying and Closing the Customer Satisfaction Gap

2: Find the Gaps in Your User Experience

3: [Outcome-Driven Innovation]

4: [User Experience]

: Measure Business Opportunities with Unrealized Value

Comprehensive and Detailed In-Depth Explanation:

In Scrum, theSprint Backlogis aliving artifactthat evolves throughout the Sprint as the team gains new insights. The responsibility ofupdating the Sprint Backlog lies exclusively with the Developers, as they are the ones executing the work.

Roles and Responsibilities:

Developers:

They are solely responsible for creating, managing, and updating the Sprint Backlog.

They continuously update it as they learn more about the work needed to achieve theSprint Goal.

Any changes, additions, or deletions to the Sprint Backlog are determined by the Developers based on new information.

Product Owner:

The Product Owner is responsible for managing theProduct Backlog, not the Sprint Backlog.

However, they collaborate with Developers if thescope of the Sprint Backlog needs renegotiation.

They prioritize product value but do not directly modify the Sprint Backlog.

Scrum Team:

The termScrum Teamincludes theDevelopers, Product Owner, and Scrum Master.

While they collaborate,only the Developers make changes to the Sprint Backlog.

Project Manager:

Scrum does not define a Project Manager role.

Traditional project management responsibilities are distributed across theScrum roles.

TheDevelopers are self-organizing, meaning they do not need external direction to update their plan.

Key Scrum Guide Principles Supporting This:

The Sprint Backlog isa plan by and for the Developers.

The Developersown and manage their workthroughout the Sprint.

The Sprint Backlog isadapted dailyto reflect progress toward the Sprint Goal.

No one else, including the Product Owner or Scrum Master, is allowed to modify the Sprint Backlog.

Conclusion:

Only theDevelopershave the authority to update the Sprint Backlog during a Sprint. This ensures that they maintain ownership of their work and adapt as necessary to successfully achieve theSprint Goal.