The Development Team finds out during the Sprint that they aren't likely to build everything they forecasted. What would you expect a Product Owner to do?
Cancel the Sprint
Change the Sprint Goal
Skip Product Backlog refinement activities.
Inform management that more resources are needed.
Re-work the selected Product Backlog items with the Development Team to meet the Sprint Goal.
The value delivered by a product can only be determined by revenue
What two things best help the Product Owner manage the value of a product?
Validating assumptions of value through frequent releases
The order of the Product Backlog
Devising a formula for a neutral calculation of value
Setting value on individual Product Backlog items using Value Poker
What two phrases best describe the relationship of the Product Owner and the Development Team?
They should share no more than the Sprint Planning and the Sprint Review meeting
They collaborate often so the Development Team builds Increments keeping end-user and stakeholder concerns in mind.
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 Product Owner can make informed decisions in balancing effort and value of Product Backlog items.
They should work apart as much as possible in order to keep the concerns of business and technology separated.
How important is it for a Product Owner to order Product Backlog items by value points?
Using value points is the ultimate way for a Product Owner to predict the value that the product will provide.
It is a good practice, keeping in mind that market reception is the best measure of value.
Calculating value points is an upfront approach that conflicts with the empiricism of Scrum, and is therefore not acceptable
The Sprint Review is the only time at which stakeholder feedback is taken into account.
How can a Product Owner use time-boxed Sprints to obtain feedback from users and the market?
A business analyst represents the Product Owner to make decisions on his behalf during the Sprint. This way the Product Owner can accept the work at the Sprint Review without further involvement.
By making sure a Sprint does not stop until all testing is done, and the work is verified by the Product Owner.
Through frequent delivery of Increments of the product into the market
At the end of each Sprint, a detailed report with all test cases and test results is available.
Through the assurance that a Development Team finishes all work on the Sprint Backlog.
What variables should a Product Owner consider when ordering the Product Backlog?
Effort first, then value
Whatever is most appropriate for the Product Owner to achieve the product's goals and to optimize the value received
The availability of resources and skills for implementation
Lowest development cost in order to maximize ROI
Development cohesion as indicated by the Development Team
What two things should be done if the Product Owner is unavailable?
Within the Sprint, the Development Team makes the best decisions possible to assure progress toward the Sprint Goal, re-aligning with the Product Owner once he/she is available again.
In a permanent state of unavailability, a new Product Owner needs to be appointed. Development efforts without a Product Owner are not employing Scrum
There should be a Product Owner team to allow a different person from that team to instantly take over the role of Product Owner.
Development of functional requirements stops until the Product Owner is available again
A Product Owner is essentially the same thing as a traditional Project Manager?
In order to make investment decisions, the Product Owner is likely to look at the Total Cost of Ownership (TCO) of the product being built. What costs will a Product Owner take into account?
The money spent on development of the product, often a fixed cost per Sprint multiplied by the Sprints required
All investments required to conceive, develop, operate and maintain the product
The accumulated cost over the earned value of the product
The Product Owner manages the Product Backlog. Who is accountable for estimating the effort to complete the Product Backlog items?
The Development Team. As a collective, they have a complete view of the work needed to transform Product Backlog items into Increments of product.
The PMO. They have all the history on projects delivered, and this enables the IT department to make delivery commitments.
The Product Owner. The Product Owner is required to commit on delivery to the users and the stakeholders
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
What is a Product Backlog?
It is a living artifact of product requirements that exists and evolves as long as a product exists.
It is a formally approved list of requirements to be implemented over a set period.
It is a detailed list of functionality from which the Development Team draws items, to be complemented by a separate Technology Backlog managed by the Development Team.
It is a list of references to Use Case documents that are stored in a central repository. The references should be viewable and clickable by anybody to enhance transparency.
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
