scrum.po.a

Learning turns into 'validated learning' when assumptions and goals can be assessed through results. What is a key way for a Product Owner to apply validated learning?

• Release an Increment to the market to learn about the business assumptions built into the product.

• Accept an Increment at the Sprint review to learn about the forecast of functionality that was developed.

• Set the Sprint Goal before selecting Product Backlog items at Sprint Planning to learn about a Development Team's productivity.

The Sprint Review is the only time at which stakeholder feedback is taken into account.

• True

• False

What is the Product Owner accountable for in Scrum?

• Describing an Increment at the Sprint Planning and make sure that the Development Team delivers it by the end of the Sprint

• Clearly expressing a Product Backlog that maximizes value and represents the needs of the stakeholders

• Refining the top level Product Backlog items until they are ready to be handed over to the Development Team

• Writing the User Stories so they are understandable to stakeholders

What two phrases best describe the relationship of the Product Owner and the Development Team?

• They should work apart as much as possible in order to keep the concerns of business and technology separated.

• They collaborate often so the Product Owner can make informed decisions in balancing effort and value of Product Backlog items.

• The Product Owner should be with the Development Team full-time to grow a deep understanding of the technology being used.

• They collaborate often so the Development Team builds Increments keeping end-user and stakeholder concerns in mind.

• They should share no more than the Sprint Planning and the Sprint Review meeting.

Who creates the definition of "Done"?

• The development organization (or Development Team if none is available from the development organization)

• The Scrum Team, in a collaborative effort where the result is the common denominator of all members' definitions

• The Product Owner as he/she is responsible for the product's success

• The Scrum Master as he/she is responsible for the Development Team's productivity

To what extent does technical debt limit the value a Product Owner can get from a product?

• Technical debt causes a greater percentage of the product's budget to be spent on maintenance of the product.

• Technical debt is not a Product Owner concern, because technical debt is only an issue for the Development Team.

• Technical debt does not influence the delivery of value.

• The velocity at which new functionality can be created is reduced when you have technical debt.

The value delivered by a product can only be determined by revenue.

• True

• False

What pre-conditions must be fulfilled in order to allow Sprint Planning to begin?

• A fully refined Product Backlog

• Enough "Ready" Product Backlog to fill the Sprint

• A clear and non-negotiable Sprint Goal

• A clear but negotiable business objective for the Sprint

• There are no such pre-conditions

How does an organization know that a product built through Scrum is successful?

• By measuring that velocity has increased since the last release

• By releasing often, and updating key performance indicators (KPIs) on value after every release and feeding this information back into work on the Product Backlog

• By measuring the actual time spent on development versus the time estimated for development

• By the Product Owner and stakeholders accepting the Increment at the Sprint Review

When can the Product Backlog be updated?

• Only after a Sprint Review if agreed to by the stakeholders

• Only during Product Backlog refinement sessions if the Product Owner is present

• Never, unless agreed to by the change request

• At any time when done by the Product Owner or at the Product Owner's discretion