PSPO-I Sample Questions Answers

• The “cone of uncertainty” is a graphical representation of the degree of uncertainty in a project estimate over time. It shows that the range of possible outcomes is wider at the beginning of the project and narrows down as the project progresses and more information becomes available.
• The “cone of uncertainty” can be used to illustrate that as a project forecast lengthens, it is increasingly less certain. This means that the longer the time horizon for a project, the more variability and risk there is in the estimate. This also implies that shorter iterations and frequent feedback can help reduce uncertainty and improve accuracy.
• The “cone of uncertainty” cannot be used to determine whether to cut quality, similar to the “Iron Triangle” of project management. The “Iron Triangle” is a model that shows the trade-offs between scope, time, and cost in a project. Quality is often considered as a fourth dimension that is affected by these three factors. Cutting quality is not a desirable option for any project, especially for Scrum projects that value delivering high-quality products that meet customer needs.
• The “cone of uncertainty” cannot be used to determine the cost of a project before it begins. The cost of a project depends on many factors, such as the scope, the resources, the complexity, the risks, and the market conditions. The “cone of uncertainty” only shows the range of possible outcomes based on the available information at a given point in time. It does not provide a definitive or accurate estimate of the cost before the project starts.
• The “cone of uncertainty” cannot be used to determine the length of the next Sprint. The length of the next Sprint is determined by the Scrum Team based on their empirical experience and their ability to deliver a potentially releasable Increment of value. The “cone of uncertainty” does not provide any guidance on how long a Sprint should be or how much work can be done in a Sprint.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Cone of Uncertainty: https://www.agilealliance.org/glossary/cone-of-uncertainty/

The reason for choosing this answer is that it is consistent with the Scrum Guide1 and the Professional Scrum Product Owner™ (PSPO I) objectives and content2. The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product3. It applies to all Scrum Teams that are involved in creating an integrated Increment, regardless of their size, complexity, or skills12. The Definition of Done ensures that the product meets the expectations and needs of the stakeholders and customers12.

The other answers are not as accurate or appropriate for this question:

• A. Each Scrum Team defines and uses its own. The differences are discussed and reconciled during a hardening Sprint.
• B. The Scrum Masters from each Scrum Team define a common Definition of Done.
• C. Each Scrum Team uses its own, but must make their definition clear to all other teams so the differences are known.

These answers imply that there is no need for a common or shared Definition of Done among multiple Scrum Teams working on a single product12. However, this can lead to confusion, inconsistency, and conflicts in terms of quality standards, expectations, and feedback12. Moreover, having different Definitions of Done can compromise the integrity and value of the product as a whole12.

I hope this answer helps you understand how to apply your knowledge of Professional Scrum Product Owner™ (PSPO I) objectives and content in this question. If you have any further questions or feedback, please let me know. Thank you for using Bing! ????

References:

• Professional Scrum Product Owner™ (PSPO I) Study guide and documents
• Definition of “Done” in multiple Team projects | Scrum.org
• Definition of Done - Scrum Inc.
• The multiple Definitions of Done - Scrum Framework - Agile Uprising …
• What is a Definition of Done? | Scrum.org

The Daily Scrum is an event for and by the Developers. They can choose whatever structure and technique they want, as long as they focus on the progress toward the Sprint Goal and produce an actionable plan for the next day of work12. The Scrum Master, the Product Owner, and the person coming in last are not necessarily the ones who should start the Daily Scrum. The person who has the token is a possible technique, but not the only one3.

• The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product.
• The Product Owner is accountable for ordering the Product Backlog. The Product Owner orders the items in the Product Backlog based on factors such as value, risk, priority, dependency, feedback, or market conditions. The order of the Product Backlog items provides a clear and consistent indication of what is most important and urgent for the product. The order of the Product Backlog items also helps the Scrum Team and the stakeholders to plan and forecast effectively.
• The tools and techniques used to create, manage, or refine the Product Backlog are not a valid consideration when ordering the Product Backlog. The tools and techniques are means to an end, not an end in themselves. The tools and techniques do not affect the value or quality of the product or service delivered. The tools and techniques may vary from one Product Owner to another, depending on their preferences, skills, or context. The tools and techniques may also change over time, as new technologies or practices emerge or evolve.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Backlog: https://www.scrum.org/resources/what-is-a-product-backlog
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner

 An Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints.1 An Increment is a concrete, tangible, and usable outcome of the work done by the Developers in a Sprint. It is not a plan, a mock-up, a design, or a roll-out plan, as these are not valuable or useful products in themselves. An Increment must meet the definition of “Done”, which means it must adhere to the quality standards agreed upon by the Scrum Team and the stakeholders.1 An Increment must also be potentially releasable, which means it must be in a state that it could be delivered to the customer or user if the Product Owner decides so.1

References:

• 1: The Scrum Guide2, page 14
• 2: The Scrum Guide

• The Sprint Review is an event that occurs at the end of each Sprint, where the Scrum Team and the stakeholders inspect the Increment and adapt the Product Backlog if needed. The Sprint Review is an opportunity for the Product Owner to validate that the Increment meets their expectations and delivers value to the customers and users. The Sprint Review is also an opportunity for the Developers to demonstrate their work and receive feedback from the Product Owner and the stakeholders.
• Stakeholders are people external to the Scrum Team who have a stake or interest in the product, such as customers, users, sponsors, managers, or other teams. Stakeholders provide valuable input, feedback, and insights to the Scrum Team regarding the product vision, goals, value proposition, requirements, features, functions, quality, usability, or market conditions.
• Collecting stakeholder feedback is one of the main purposes of the Sprint Review. Stakeholder feedback can help the Scrum Team to:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Sprint Review: https://www.scrum.org/resources/what-is-a-sprint-review
• Stakeholders: https://www.agilealliance.org/glossary/stakeholders

• One of the possible indicators that a Product Owner needs to work more with the Scrum Team is when the Increment presented at the Sprint Review does not reflect what she thought she had asked for. This means that there is a gap or a misunderstanding between the Product Owner and the Developers regarding the Product Backlog items, the acceptance criteria, the Definition of Done, or the product vision and goals.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
• The Sprint Review is an event that occurs at the end of each Sprint, where the Scrum Team and the stakeholders inspect the Increment and adapt the Product Backlog if needed. The Sprint Review is an opportunity for the Product Owner to validate that the Increment meets her expectations and delivers value to the customers and users. The Sprint Review is also an opportunity for the Developers to demonstrate their work and receive feedback from the Product Owner and the stakeholders.
• If the Increment presented at the Sprint Review does not reflect what the Product Owner thought she had asked for, it may indicate that there was insufficient or ineffective communication, collaboration, or alignment between the Product Owner and the Developers during the Sprint. This may result in wasted effort, rework, delays, or dissatisfaction for both parties. To avoid or resolve this situation, the Product Owner needs to work more with the Scrum Team by doing some of the following actions:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Sprint Review: https://www.scrum.org/resources/what-is-a-sprint-review
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum

The Developers are the ones who determine how many Product Backlog items they select for a Sprint. The Developers are self-managing and decide how much work they can do in a Sprint1. The Product Owner and the Developers collaborate on the scope of the Sprint during Sprint Planning, but the final decision is up to the Developers2. The Product Owner, the Scrum Master, and the stakeholders do not have the authority to tell the Developers how many Product Backlog items they should select, as this would violate the principle of self-management[3][3].

References:

1: The Scrum Guide, November 2020, p. 6

2: The Scrum Guide, November 2020, p. 10

[3][3]: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

• An Increment is a concrete stepping stone toward the product vision. It is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be “Done”, which means it meets the Definition of Done and is usable.
• The Scrum Team decides when and how to release an Increment to customers or users. The Product Owner is responsible for maximizing the value of the product and the work of the Developers, and may decide to release an Increment at any time during or after a Sprint. The Developers are responsible for creating a potentially releasable Increment each Sprint, and may collaborate with the Product Owner and the stakeholders to determine the best way to deliver value.
• Releasing an Increment to customers or users is not mandatory at the end of each Sprint. The Scrum Team may choose to release an Increment more or less frequently, depending on the product goals, market conditions, customer feedback, or technical feasibility. However, releasing an Increment regularly can provide many benefits, such as:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Increment: https://www.scrum.org/resources/what-is-an-increment
• Releasing Value: https://www.scrum.org/resources/blog/releasing-value

 When there are multiple teams working on one product, each Scrum Team should not have a separate Product Owner. This is because:

• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.
• The Product Owner is the sole person responsible for managing the Product Backlog, which is an emergent, ordered list of what is needed to improve the product. They must ensure that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it.
• Having multiple Product Owners for one product may lead to conflicts, inconsistencies, or confusion among the Scrum Teams and the stakeholders. It may also reduce the alignment, collaboration, and ownership of the product development.
• Instead of having multiple Product Owners, it is recommended to have one Product Owner who works with representatives from each Scrum Team to ensure that they have a shared understanding of the product vision, goals, and priorities. The Product Owner may also delegate some of the Product Backlog management tasks to these representatives, but they remain accountable for the final decisions.

References:

• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 11, section “Product Backlog”
• [Scrum Guide], page 10, section “Product Goal”
• [Professional Scrum Product Owner™ Training], page 6, section “Product Vision”
• [Professional Scrum Product Owner™ Training], page 9, section “Business Strategy”

The Product Owner is typically responsible for collaborating with stakeholders, users, and customers to understand their needs and expectations, and to validate the value of the product. The Product Owner is also responsible for working with the Scrum Team on Product Backlog refinement, which is the act of adding detail, estimates, and order to Product Backlog items.1 These two responsibilities help the Product Owner to maximize the value of the product and the work of the Developers.

References:

• 1: The Scrum Guide2, page 18
• 2: The Scrum Guide

 The Product Owner orders the Product Backlog items according to various criteria, such as:

• The value of Product Backlog items. The Product Owner aims to maximize the value of the product and the work of the Scrum Team. Therefore, they prioritize the items that deliver the most value to the stakeholders and the users, considering factors such as customer satisfaction, market share, revenue, social impact, etc.
• The dependencies between Product Backlog items. The Product Owner tries to minimize the dependencies between items, as they may create complexity, uncertainty, and risk. Therefore, they order the items in a way that reduces or eliminates the dependencies, or resolves them as early as possible.
• The dependencies to other products. The Product Owner also considers the dependencies that the product has to other products, such as platforms, frameworks, libraries, services, etc. Therefore, they order the items in a way that aligns with the availability and compatibility of those products.

References:

• 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 11: “The ordering of the items in the Product Backlog is the sole responsibility of the Product Owner. They order Product Backlog items to best achieve goals and missions.”
• Scrum Guide 2020, page 11: “Higher ordered Product Backlog items are clearer and more refined than lower ordered ones.”

The Developers on the Scrum Team share accountability for the Sprint Backlog, which is a forecast of the work and the plan to deliver the Sprint Goal12. The Sprint Backlog is dynamic and can be updated by the Developers as more is learned during the Sprint34. The Developers are not individually accountable for the items in the Sprint Backlog, nor are they assigned by the Scrum Master or the Product Owner5.

The purpose of a Sprint is to produce a valuable, useful Increment that meets the Sprint Goal and the Definition of Done1. An Increment is a concrete step toward achieving the Product Goal and is the primary measure of progress in Scrum2. The Increment must be usable and potentially releasable, meaning that it meets the quality standards set by the Scrum Team and the stakeholders[3][3].

References:

1: The Scrum Guide, November 2020, p. 9

2: The Scrum Guide, November 2020, p. 6

[3][3]: The Scrum Guide, November 2020, p. 13

• The Product Owner is one person, not a committee or a team of people. The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• Having multiple Product Owners for one product would create conflicts, overlaps, gaps, and inefficiencies. It would also make it harder to maintain a clear and consistent product vision, strategy, roadmap, and backlog. Therefore, the Scrum Team can not have multiple Product Owners.
• The Product Owner is accountable for ordering the Product Backlog. The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product. The Product Owner orders the items in the Product Backlog based on factors such as value, risk, priority, dependency, feedback, or market conditions.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Product Backlog: https://www.scrum.org/resources/what-is-a-product-backlog

Sprints are fixed-length events of one month or less that serve as a container for the other Scrum events and activities. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. There is no gap or downtime between Sprints. The second Sprint starts right after the first Sprint, regardless of the customer acceptance testing, the architectural changes, or the Product Backlog items.

References:

• The Scrum Guide
• Understanding and Applying the Scrum Framework
• Professional Scrum Product Owner™ I Certification

A product’s success is measured by the value it delivers to the customers and the organization. The impact on cost, revenue, and customer satisfaction are three important indicators of value. The Scrum Guide states that "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team."1 The Product Owner should consider the cost of developing and maintaining the product, the revenue generated by the product, and the satisfaction of the customers and users who use the product. These factors help the Product Owner to prioritize the Product Backlog, define the Product Goal, and collaborate with the stakeholders.

References:

• 1: The Scrum Guide2, page 6
• 2: The Scrum Guide

The following are true about Scrum:

• Scrum is based on empiricism and lean thinking. Empiricism is the principle of making decisions based on what is observed and experienced, rather than on theory or speculation. Lean thinking is the philosophy of eliminating waste and maximizing value in any process or system. Scrum applies these concepts by providing a framework for inspecting and adapting the product and the process, and by focusing on delivering the most valuable features to the customers and stakeholders.
• Scrum is a framework for developing and sustaining complex products. A complex product is one that has unpredictable or unknown aspects that require creativity, experimentation, and adaptation to deliver. A framework is a set of minimal and essential rules and roles that provide structure and guidance, but leave room for flexibility and innovation. Scrum provides such a framework for teams to collaborate and deliver complex products iteratively and incrementally, while embracing change and feedback.
• Each component of Scrum serves a specific purpose and is essential to Scrum’s success and your usage of Scrum to develop complex products. Scrum consists of three roles (Product Owner, Scrum Master, Developers), five events (Sprint, Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective), and three artifacts (Product Backlog, Sprint Backlog, Increment). Each of these components has a clear definition, accountability, and goal that contributes to the overall effectiveness and value of Scrum. Removing or changing any of these components may cause the benefits of Scrum to be lost or diminished.

References:

• Scrum Guide 2020, page 3: “Scrum is founded on empiricism and lean thinking.”
• Scrum Guide 2020, page 3: “Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.”
• Scrum Guide 2020, page 4: “Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage.”

Scrum

the Daily Scrum is a 15-minute event for the Developers of the Scrum Team that is held at the same time and place every working day of the Sprint. The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work1. The other options are not characteristics of the Daily Scrum, as it is not facilitated by the team lead, it does not consist of the Scrum Master asking the team for status, it is not held first thing in the morning, and it is not free form and designed to promote conversation234.

1: What is a Daily Scrum? | Scrum.org 2: What Is the Daily Scrum? | A Guide to the Daily Event - Scrum Alliance 3: What is Daily Scrum? | VivifyScrum 4: Daily Scrum | Definition and Overview - ProductPlan

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.”

• The Scrum Team is a self-organizing and cross-functional team that delivers valuable products in an agile way. The Scrum Team consists of one Product Owner, one Scrum Master, and Developers. They are all accountable for creating a valuable, useful, and potentially releasable product Increment each Sprint.
• The Scrum Team is responsible for making sure everyone on the Scrum Team does their tasks for the Sprint. The Scrum Team does not rely on any external authority, manager, or leader to assign or monitor their work. The Scrum Team collaborates and coordinates their work as one unit, without any hand-offs or silos. The Scrum Team also inspects and adapts their work based on empirical evidence and feedback.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
• The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. The Scrum Master does this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.
• The other options are not valid or relevant answers for who should make sure everyone on the Scrum Team does their tasks for the Sprint. They are either nonexistent or irrelevant roles in Scrum. They are:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Scrum Team: https://www.scrum.org/resources/what-is-a-scrum-team
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum
• Scrum Master: https://www.scrum.org/resources/what-is-a-scrum-master

 New work or further decomposition of work is added to the Sprint Backlog as soon as possible after it is identified because:

• It reflects the current state of the Sprint. The Sprint Backlog is a plan that the Developers create and update throughout the Sprint, based on their progress, learnings, and changes. By adding new work or further decomposition of work to the Sprint Backlog promptly, the Developers can ensure that the Sprint Backlog is transparent, accurate, and up-to-date.
• It enables the Developers to self-manage their work. The Developers are accountable for organizing and managing their own work, and they have the authority to change the Sprint Backlog as needed. By adding new work or further decomposition of work to the Sprint Backlog promptly, the Developers can exercise their autonomy and empowerment, and adjust their plan accordingly.
• It supports the achievement of the Sprint Goal. The Sprint Goal is a single objective that provides guidance and focus for the Developers throughout the Sprint. By adding new work or further decomposition of work to the Sprint Backlog promptly, the Developers can ensure that their work is aligned with and contributes to the Sprint Goal.

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 10: “The Sprint Goal is a single objective for the Sprint.”
• 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 14: “The Sprint Backlog is composed of … all of the work needed to deliver a product Increment that meets the Definition of Done.”
• Scrum Guide 2020, page 14: “The Developers can change the content of the Sprint Backlog throughout the Sprint as more is learned.”

The Sprint Retrospective is one of the five events defined by Scrum. It is a formal opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The purpose of the Sprint Retrospective is to adapt the way of working so that it becomes more effective and enjoyable. The other options are not required by Scrum, but may be useful practices depending on the context. Developers do not have to stand up at the Daily Scrum, they can choose any format that works for them. A Sprint Burndown Chart is a common way to visualize the remaining work in a Sprint, but it is not mandated by Scrum. Release Planning is a topic that falls under the broader competency of Managing Products with Agility, but it is not a prescribed event in Scrum.

References:

• The Scrum Guide
• Understanding and Applying the Scrum Framework
• Professional Scrum Product Owner™ I Certification

In Scrum, when Developers encounter difficulties in delivering an Increment due to a lack of understanding of a functional requirement, they should collaborate with the Product Owner. This collaboration is crucial as the Product Owner has the responsibility to clarify the items in the Product Backlog and to ensure that the Development Team understands the work to be done. The Product Owner is accountable for maximizing the value of the product and must work with the Development Team to find out what is feasible and acceptable for the Increment being developed. This approach aligns with the Scrum principle of collaboration and self-organization within the Scrum Team.

References: The Scrum Guide and the Professional Scrum Product Owner™ (PSPO I) materials emphasize the importance of collaboration between the Product Owner and the Development Team to ensure a clear understanding of the Product Backlog items and to optimize the value of the work being done

Scrum is a framework that is designed to be lightweight and easy to adopt. To get started with Scrum, the minimal requirements are indeed a Product Owner with enough ideas for a first Sprint, a Development Team to implement those ideas, and a Scrum Master to facilitate and guide the process. This aligns with the core principles of Scrum, which emphasize self-organization, collaboration, and the ability to deliver increments of value quickly and frequently.

References: The Scrum Guide outlines the roles within a Scrum Team and the necessity of having a Product Backlog with enough ‘Ready’ items to fill a Sprint. The guide also emphasizes the importance of having a clear definition of ‘Done’ before starting the first Sprint

The Scrum Team consists of one Scrum Master, one Product Owner, and Developers. Within a Scrum Team, there are no sub-teams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time, the Product Goal. 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. The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for creating and communicating a vision, ordering the Product Backlog, and ensuring that the best possible job is done to delight customers. The Developers are the people in the Scrum Team that are committed to delivering a “Done” Increment that meets the Definition of Done and the Sprint Goal. They are responsible for managing and organizing their work within the Sprint, collaborating with the Product Owner and the Scrum Master, and applying their skills and creativity to create a product that delivers value to the stakeholders and customers. A Project Manager is not a role in the Scrum Team, as Scrum does not recognize titles for Developers, regardless of the work being performed by the person. There is no need for a Project Manager, as the Scrum Team is self-managing and accountable for delivering value.

References:

• The Scrum Guide
• The Scrum Team
• Professional Scrum Product Owner™ I Certification

Scrum

During the Sprint Retrospective, the Scrum Team discusses how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done123. This includes methods of communication, the way the Scrum Team does Sprint Planning, skills needed to improve the Developers’ ability to deliver, and the Definition of Done123.

It is not true that a Product Owner must create clear and unambiguous acceptance criteria for each Product Backlog item before it may be selected in Sprint Planning. This is because:

• Acceptance criteria are a set of conditions that a Product Backlog item must satisfy to be accepted by the Product Owner or the stakeholders. They are used to verify that the item meets the expected quality and value standards.
• Acceptance criteria are not mandatory or prescribed in Scrum. They are one of the possible techniques that a Product Owner may use to communicate their expectations and requirements to the Developers and the stakeholders. They are not part of the Scrum Guide or the Definition of Done.
• Acceptance criteria do not need to be created before Sprint Planning. They can be created or refined at any time during the product development process, as long as they are clear and agreed upon before the item is considered complete. They can also be changed or updated based on feedback or new insights.
• The only requirement for a Product Backlog item to be selected in Sprint Planning is that it is sufficiently clear and ready for selection. This means that it has enough detail and precision for the Developers to understand what they are supposed to build and why. It also means that it has been refined and ordered by the Product Owner based on value and impact.

References:

• [Scrum Guide], page 14, section “Sprint Planning”
• [Scrum Guide], page 12, section “Product Backlog Refinement”
• [Professional Scrum Product Owner™ Training], page 7, section “Product Backlog Management”

• A Product Owner is not the same thing as a traditional Project Manager. A Product Owner is a role in Scrum, a framework for developing, delivering, and sustaining complex products. A Project Manager is a role in traditional project management, a discipline for planning, executing, and controlling projects.
• A Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• A Project Manager is accountable for delivering the project within the predefined scope, time, and cost constraints. The Project Manager is responsible for defining and managing the project plan, resources, risks, issues, and dependencies. The Project Manager coordinates and controls the activities of the project team and the stakeholders and ensures that the project meets the quality standards and expectations.
• Some of the main differences between a Product Owner and a Project Manager are:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Project Manager: https://www.pmi.org/about/learn-about-pmi/what-is-project-management

• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.
• A Sprint is a timebox of one month or less within which a “Done” product Increment is created. A Sprint consists of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective. A Sprint is also a feedback loop that allows the Scrum Team and the stakeholders to inspect and adapt the product and the process.
• During a Sprint, a Product Owner is typically responsible for:
• The other options are not valid or relevant responsibilities of a Product Owner during a Sprint. They are either too administrative, micromanaging, or unrelated to the product value delivery. They are:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Product Owner: https://www.scrum.org/resources/what-is-a-product-owner
• Sprint: https://www.scrum.org/resources/what-is-a-sprint-in-scrum
• Stakeholders: https://www.agilealliance.org/glossary/stakeholders
• Daily Scrum: https://www.scrum.org/resources/what-is-a-daily-scrum

A Scrum Master does not fulfill the same role as a traditional Project Manager. A Project Manager is typically responsible for planning, executing, monitoring, controlling, and closing a project, as well as managing the scope, schedule, budget, quality, risks, and stakeholders of the project1. A Scrum Master is a servant-leader for the Scrum Team, who helps the team understand and enact Scrum values, principles, and practices, and removes impediments to the team’s progress2. A Scrum Master does not manage the project, the scope, the schedule, the budget, or the team, as these are either shared responsibilities or emergent outcomes of the Scrum framework[3][3]. A Scrum Master also does not have authority over the team or the stakeholders, but rather facilitates collaboration and empowerment among them4.

References:

1: What is Project Management?, Project Management Institute, accessed on December 16, 2023

2: The Scrum Guide, November 2020, p. 7

[3][3]: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

4: Developing People and Teams, Scrum.org, accessed on December 16, 2023

Scrum does not have the role of Project Manager. The work is completed by the three roles in the Scrum Team: Product Owner, Development Team, and Scrum Master123. Project Managers can work on any type of project, while Scrum Masters are exclusive to Scrum projects and Scrum teams2.

Scrum

Explore

The correct answers are A and D.

A. Coach the Scrum Team to improve its skills, tools and environment over time and adjust the Definition of Done accordingly. This is an appropriate action for a Scrum Master, as it helps the Scrum Team to overcome the impediments that prevent them from delivering a potentially releasable Increment. The Definition of Done should reflect the current reality of the Scrum Team, but also be a source of continuous improvement12.

D. Have the Scrum Team establish a Definition of Done that is actually possible to achieve given current circumstances. This is also an appropriate action for a Scrum Master, as it ensures that the Scrum Team has a clear and shared understanding of what it means to complete a Product Backlog item. The Definition of Done should be realistic and achievable, but also challenging and ambitious12.

B. Refocus the current Sprint on establishing the Scrum Team’s environment instead of delivering an Increment. This is not an appropriate action for a Scrum Master, as it violates the purpose of the Sprint, which is to deliver a valuable product Increment that meets the Sprint Goal. The Scrum Team should not change the Sprint Goal or scope during the Sprint, unless the Product Owner decides to cancel the Sprint3.

C. Encourage the Product Owner to accept partially done Increments until the situation improves. This is not an appropriate action for a Scrum Master, as it compromises the quality and value of the product. The Product Owner should only accept Increments that meet the Definition of Done and the acceptance criteria. Partially done Increments increase technical debt and risk, and reduce transparency and feedback12.

E. Declare the Scrum Team not ready for Scrum. This is not an appropriate action for a Scrum Master, as it undermines the Scrum values and principles. The Scrum Master should support the Scrum Team in adopting and applying Scrum, regardless of the challenges and constraints they face. The Scrum Master should foster a culture of empiricism, self-organization, collaboration, and continuous improvement.

In Scrum, the Product Owner is responsible for maximizing the value of the product resulting from the work of the Development Team. One of the primary ways the Product Owner does this is by managing the Product Backlog, which includes clearly expressing Product Backlog items, ordering the items to best achieve goals and missions, and ensuring that the Product Backlog is visible, transparent, and clear to all. This means that the Product Owner has the final authority on the order of items in the Product Backlog, as they are best positioned to understand the strategic and market value of the work to be done.

References: The Scrum Guide and the Professional Scrum Product Owner™ (PSPO I) study materials, specifically the sections on ‘Managing Products with Agility’ and ‘Understanding and Applying the Scrum Framework’, which outline the accountabilities of the Product Owner in managing the Product Backlog

The Scrum Guide states that "The Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours."1 The Daily Scrum is a quick and simple planning meeting designed to keep everyone in the loop with how other team members are getting on. It ensures that team members are fully aligned with each other and on track to hit the Sprint Goal.

References:

• 1: The Scrum Guide2, page 11
• 2: The Scrum Guide

The Definition of Done is a shared understanding of what it means for work to be complete, and ensures transparency of the quality of the work done1. The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints2. The Increment must be usable and potentially releasable, meaning that it meets the quality standards set by the Scrum Team and the stakeholders[3][3]. Doing all work needed to meet the Definition of Done enhances the transparency of the Increment, as it ensures that the Increment is truly done and reflects the current state of the product4. The other options do not enhance the transparency of the Increment, as they either introduce unnecessary complexity, delay, or overhead, or do not provide a clear and consistent way to measure the quality of the work done.

References:

1: The Scrum Guide, November 2020, p. 13

2: The Scrum Guide, November 2020, p. 6

[3][3]: The Scrum Guide, November 2020, p. 13

4: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

A Scrum Team is a cross-functional, self-managing team that has all the necessary competencies and skills to deliver a potentially releasable Increment of value at the end of each Sprint. The Scrum Team consists of one Scrum Master, one Product Owner, and Developers. The Scrum Team does not rely on external roles or hierarchies to complete their work. (Must be taken from Professional Scrum Product Owner™ (PSPO I) resources)

References:

• Professional Scrum Product Owner™ I Certification
• Professional Scrum Product Owner™ Training

Answer: False

Very Short Explanation: According to Scrum.org, the Product Owner is not required to create clear and unambiguous acceptance criteria for each item in the product’s backlog before it can be selected in Sprint Planning1. Acceptance Criteria is optional and is not prescribed by Scrum12. It can be valuable, but it’s not a must12. The Developers can inspect and adapt the Sprint Backlog in any way they see fit, in order to help meet the Sprint Goal2.

 A Sprint may be cancelled when the Sprint Goal becomes obsolete. This is because:

• The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
• The Sprint is a container for all other Scrum events and activities. It is a time-box of one month or less during which a “Done” Increment is created that meets the Sprint Goal. The Sprint has a consistent duration throughout a development effort and only changes duration between Sprints.
• A Sprint may be cancelled before it is over by the Product Owner if they determine that the Sprint Goal is no longer valid or valuable. This may happen due to various reasons, such as a significant change in the market, technology, business direction, or customer needs.
• A cancelled Sprint should be rare and exceptional. It implies a waste of time and resources that could have been spent on delivering value. It also disrupts the rhythm and flow of the Scrum Team and the stakeholders.
• When a Sprint is cancelled, any completed and “Done” Product Backlog items are reviewed and potentially released. Any incomplete Product Backlog items are re-estimated and put back on the Product Backlog. The Scrum Team then plans for a new Sprint.

Other options, such as when the Developers determine the product plan is infeasible, when it becomes clear that not everything will be finished by the end of the Sprint, or when the sales department has an important new opportunity, are not valid reasons for cancelling a Sprint. They may reflect a misunderstanding of what a Sprint Goal is or how Scrum works.

References:

• [Scrum Guide], page 15, section “Sprint Goal”
• [Scrum Guide], page 9, section “Sprint”
• [Scrum Guide], page 16, section “Cancelling a Sprint”

It is true that the Sprint Backlog is a result of Sprint Planning, and it includes the Sprint Goal. This is because:

• Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.
• The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering them as a “Done” Increment. The Sprint Backlog is owned by the Developers who use it to organize and manage their work during the Sprint.
• The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
• The Sprint Backlog is created by the collaborative work of the entire Scrum Team during Sprint Planning. The Product Owner proposes how the product could increase its value and utility in the current Sprint. The Developers discuss how they can deliver a “Done” Increment that meets this proposal. Together, they define a Sprint Goal that summarizes why the Sprint is valuable to stakeholders. Then, they select enough Product Backlog items from the top of the ordered Product Backlog to satisfy the Sprint Goal. Finally, they create a plan for how they will deliver those items as a “Done” Increment.

References:

• [Scrum Guide], page 14, section “Sprint Planning”
• [Scrum Guide], page 15, section “Sprint Backlog”
• [Scrum Guide], page 15, section “Sprint Goal”

• The best statement that describes Scrum is: A framework to generate value through adaptive solutions for complex problems.
• Scrum is a lightweight framework that helps people, teams, and organizations to deliver valuable products in complex and uncertain environments.
• Scrum is based on empiricism, which means that knowledge comes from experience and making decisions based on what is observed. Scrum employs an iterative and incremental approach to optimize predictability and control risk.
• Scrum is not a defined and predictive process, a complete methodology, or a cookbook that defines best practices. Scrum provides the minimal boundaries within which teams can self-organize and create innovative solutions. References: Scrum Guide, Section 1 (Definition of Scrum) and Section 2 (Uses of Scrum)

 A Scrum Team is required to deliver a done Increment by the end of a Sprint. Done means:

• No work is left to meet the Definition of Done. The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a shared understanding among the Scrum Team and the stakeholders of what it means for work to be complete. It may include criteria such as coding standards, testing, documentation, security, performance, etc. If a Product Backlog item or an Increment does not meet the Definition of Done, it cannot be released or presented at the Sprint Review.
• Ready to be released to end users. The Increment is a concrete output of the Sprint that adds value to the product. It is a potentially releasable functionality that adheres to the Scrum Team’s current Definition of Done. It is not necessarily released at the end of each Sprint, but it must be in a state that allows for immediate release if the Product Owner decides so. The Increment should also align with the Sprint Goal and the Product Goal, and satisfy the needs and expectations of the customers and stakeholders.

References:

• Scrum Guide 2020, page 10: “The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product.”
• Scrum Guide 2020, page 10: “The moment a Product Backlog item meets the Definition of Done, an Increment is born.”
• 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.”

The Definition of Done is a shared understanding of what it means for work to be complete, and to ensure transparency. The Scrum Guide states that "The Developers are required to conform to the Definition of Done, as defined by the Scrum Team. If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done."1 This means that the Product Owner does not have the final say over the Definition of Done, but rather collaborates with the Developers and the Scrum Master to agree on the quality standards and expectations for the product.

References:

• 1: The Scrum Guide2, page 14
• 2: The Scrum Guide

• The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. The Sprint Backlog is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint, and it belongs solely to the Developers.
• The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.
• The Developers are also responsible for updating the Sprint Backlog throughout the Sprint. The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Developers modify the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Developers work through the plan and learn more about the work needed to achieve the Sprint Goal.
• As new work is required, the Developers add it to the Sprint Backlog. As work is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unnecessary, they are removed. Only the Developers can change its content and order during a Sprint.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Sprint Backlog: https://www.scrum.org/resources/what-is-a-sprint-backlog
• Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum

The Scrum Team can maintain the Product Backlog to maximize its transparency by continually keeping it up to date with the most recent insights because:

• It reflects the current state of the product and the work. The Product Backlog is a dynamic and emergent artifact that represents all the possible features, functions, requirements, enhancements, and fixes that constitute changes to the product. By updating it frequently, the Scrum Team can ensure that the Product Backlog is accurate, complete, and relevant.
• It enables the Product Owner to optimize the value of the product and the work of the Scrum Team. The Product Owner is accountable for effective Product Backlog management, which includes ordering, refining, and communicating the Product Backlog items. By updating it frequently, the Product Owner can incorporate new learnings, feedback, opportunities, and changes into the product decisions and priorities.
• It supports the inspection and adaptation of the Scrum Team and the stakeholders. The Product Backlog is a source of information and transparency for everyone involved in the product development. By updating it frequently, the Scrum Team and the stakeholders can inspect the progress and outcomes of each Sprint, and adapt their plans and actions accordingly.

References:

• Scrum Guide 2020, page 10: “The Product Backlog is an emergent, ordered list of what is needed to improve the product.”
• Scrum Guide 2020, page 11: “The Product Owner is accountable for effective Product Backlog management, which includes … ensuring that the Product Backlog is transparent, visible and understood.”
• Scrum Guide 2020, page 11: “The ordering of the items in the Product Backlog is the sole responsibility of the Product Owner. They order Product Backlog items to best achieve goals and missions.”
• Scrum Guide 2020, page 11: “Higher ordered Product Backlog items are clearer and more refined than lower ordered ones.”
• 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 amount of the Sprint Backlog that must be defined during the Sprint Planning event is enough so the Developers can create their forecast of what work they can do. This is because:

• Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.
• The Developers are accountable for creating a Sprint forecast, which is a selection of Product Backlog items that they intend to work on during the Sprint. The Sprint forecast should be realistic, achievable, and valuable.
• The Developers are also accountable for creating a plan for how they will deliver the selected Product Backlog items as a “Done” Increment. The plan may include tasks, dependencies, risks, estimates, or other information that helps them organize and manage their work.
• The amount of the Sprint Backlog that must be defined during Sprint Planning may vary depending on the context, complexity, and uncertainty of the product development. However, it should be enough so that the Developers can create their forecast of what work they can do and have a clear direction for the first few days of the Sprint.

Other options, such as just enough to understand design and architectural implications, the entire Sprint Backlog being identified and estimated by the end of Sprint Planning, or just enough tasks for the Scrum Master to be confident in the Developers’ understanding of the Sprint, are not valid answers as they do not reflect what must be defined during Sprint Planning or what is required for creating a Sprint forecast.

References:

• [Scrum Guide], page 14, section “Sprint Planning”
• [Scrum Guide], page 7, section “Developers”
• [Scrum Guide], page 15, section “Sprint Backlog”
• [Scrum Guide], page 14, section “Sprint Planning”

The Scrum Master is a servant-leader for the Scrum Team, who helps the team understand and enact Scrum values, principles, and practices1. The Scrum Master also facilitates Scrum events as requested or needed2. The Daily Scrum is a 15-minute event for the Developers to inspect their progress toward the Sprint Goal and adapt the Sprint Backlog as necessary[3][3]. It is a key opportunity for the Developers to plan their work for the next 24 hours and collaborate on any challenges or impediments4. The Scrum Master should coach the team on the purpose and value of the Daily Scrum, and help them find ways to make it more effective and enjoyable. The Scrum Master should also learn why the Developers want to reduce the frequency of the Daily Scrum, and work with them to address any underlying issues or concerns. The Scrum Master should not impose a decision on the team, nor delegate the decision to a vote, as these actions would undermine the self-management and empowerment of the Developers5.

References:

• 1: The Scrum Guide, November 2020, p. 7
• 2: The Scrum Guide, November 2020, p. 11
• [3][3]: The Scrum Guide, November 2020, p. 10
• 4: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

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.”