Practice Free PSPO-II Exam Online Questions
Question #41
Your organization uses NPS (Net Promoter Score) measures to understand your customers’ satisfaction levels. Your team had invested a lot of time and effort creating and delivering a release that included many new product features. After a few months, you see that the NPS score did not improve.
What other measures can help you to better understand this outcome? (choose the best two answers)
- A . Market Share
- B . Lead Time
- C . Release Frequency
- D . Installed Version
- E . Feature Usage Index
Correct Answer: B,E
B,E
Explanation:
Feature Usage Index helps to measure usage, by feature, to help infer the degree to which customers find the product useful and whether actual usage meets expectations on how long users should be taking with a feature.
Lead Time is the amount of time from when an idea is proposed, or a hypothesis is formed until a customer can benefit from that idea. This measure may vary based on customer and product. It is a contributing factor to customer satisfaction.
B,E
Explanation:
Feature Usage Index helps to measure usage, by feature, to help infer the degree to which customers find the product useful and whether actual usage meets expectations on how long users should be taking with a feature.
Lead Time is the amount of time from when an idea is proposed, or a hypothesis is formed until a customer can benefit from that idea. This measure may vary based on customer and product. It is a contributing factor to customer satisfaction.
Question #42
You work for a large financial organization that has many existing products. The products are interdependent. There is a high level of effort to synchronize releases as changes in one product will also effect the other products. This creates challenges in maintaining consistency and adds complexity.
What would be the best way to reduce this problem? (choose the best answer)
- A . All of the above.
- B . Make the products as independent as possible and have each product determine their own release plans.
- C . Ensure that Dev-Ops manages the interdependencies.
- D . Appoint a Product Owner lead to oversee all products.
- E . Apply Release Planning to coordinate cross-platform releases to ensure consistency.
Correct Answer: B
B
Explanation:
Reducing dependencies between products will also reduce complexity and risk.
B
Explanation:
Reducing dependencies between products will also reduce complexity and risk.
Question #43
Team A has a velocity of 50 with a Product Backlog of 140 points ordered by business value as perceived by stakeholders.
Delivery is expected in 6 Sprints. Will this project deliver the anticipated impact? (choose the best answer)
- A . We do not know
- B . Yes
- C . No
Correct Answer: A
A
Explanation:
None of the information provided gives you any insight into the value the product delivers.
A
Explanation:
None of the information provided gives you any insight into the value the product delivers.
Question #44
Under what circumstances does an organization need an empirical approach to solving a problem? (choose the best answer)
- A . All of the above
- B . When the market is changing rapidly
- C . When technical risk is high
- D . When working with new and unproven technology
- E . When business risk is high
Correct Answer: A
A
Explanation:
All of them are correct.
An organization needs an empirical approach to handle different types of Risks (problems) in the product development process. Risk has been identified as an unfavorable situation or condition which should be avoided or minimized in order to be successful in the product development process. To make this concept clearer, the risk in the new product development process will be broken down into different risk categories. The main categories of risk are technical, market, commercial and organizational risks:
Technical Risk
Technical risk, or technology related risks is an intrinsic risk and can entail a number of sub-sections such as the design of the product, manufacturing technology and intellectual property. Market Risk
Market risks can include factors such as consumer acceptance and marketing risks, competitor risks and the risks of substitution in the market the firm is competing in. Commercial Risk
Commercial risk is concerned with the extent to which a product,or rather a product idea, would be financially feasible for the firm developing the product Organizational Risk
Finally, organizational risk in the new product development process includes factors such as the communication within the firm while striving for the realization of the product as well as the idea acceptance of the new product of different parties of the company and the availability of necessary resources for the development of the new product.
A
Explanation:
All of them are correct.
An organization needs an empirical approach to handle different types of Risks (problems) in the product development process. Risk has been identified as an unfavorable situation or condition which should be avoided or minimized in order to be successful in the product development process. To make this concept clearer, the risk in the new product development process will be broken down into different risk categories. The main categories of risk are technical, market, commercial and organizational risks:
Technical Risk
Technical risk, or technology related risks is an intrinsic risk and can entail a number of sub-sections such as the design of the product, manufacturing technology and intellectual property. Market Risk
Market risks can include factors such as consumer acceptance and marketing risks, competitor risks and the risks of substitution in the market the firm is competing in. Commercial Risk
Commercial risk is concerned with the extent to which a product,or rather a product idea, would be financially feasible for the firm developing the product Organizational Risk
Finally, organizational risk in the new product development process includes factors such as the communication within the firm while striving for the realization of the product as well as the idea acceptance of the new product of different parties of the company and the availability of necessary resources for the development of the new product.
Question #45
The benefit of the Evidence-Based Management framework is:(choose the best answer)
- A . To improve an organization’s ability to deliver value.
- B . To be able to better track progress and status.
- C . To accurately predict how a team is performing.
- D . To understand the efficiency of your teams.
Correct Answer: A
A
Explanation:
Evidence-Based Management helps you to improve the value that your organization delivers to customers.
A
Explanation:
Evidence-Based Management helps you to improve the value that your organization delivers to customers.
Question #46
The Developers inform the Product Owner during the Sprint that they are not likely to complete everything they forecasted.
What would you expect a Product Owner to do? (choose the best answer)
- A . Reduce the scope of the Sprint, if possible, to still meet the Sprint Goal.
- B . Skip Product Backlog refinement activities.
- C . End the Sprint, since the goal cannot be achieved.
- D . Change the Sprint Goal to match what the Developers can deliver.
- E . Inform management that more resources are needed.
Correct Answer: A
A
Explanation:
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.
Reference: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
A
Explanation:
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.
Reference: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
Question #47
What questions would an organization ask in order to evaluate Current Value? (choose all that apply)
- A . How happy are your employees? Is their happiness improving or declining?
- B . How happy are users and customers today? Is their happiness improving or declining?
- C . What prevents customers or users from benefiting from that innovation?
- D . How fast can you deliver new value to customers?
- E . How happy are your investors and other stakeholders? Is their happiness improving or declining?
Correct Answer: A,B,E
A,B,E
Explanation:
The goal of looking at Current Value is to maximize the value that an organization delivers to customers and stakeholders at the present time; it considers only what exists right now, not the value that might exist in the future.
A,B,E
Explanation:
The goal of looking at Current Value is to maximize the value that an organization delivers to customers and stakeholders at the present time; it considers only what exists right now, not the value that might exist in the future.
Question #48
What type of indicator does value become if it is measured infrequently? (choose the best answer)
- A . A Lagging indicator
- B . A Leading indicator
Correct Answer: A
A
Explanation:
Leading indicators detect changes in KVMs (Key Value Measures) with relative rapidity, enabling faster response, while lagging indicators may only show changes after a long delay. Many indicators are neither intrinsically leading or lagging, but only become one or the other depending on how frequently they are measured. Thus, when revenue is measured every day, it is a leading indicator, but when it can only be measured monthly or less frequently it becomes a lagging indicator.
A
Explanation:
Leading indicators detect changes in KVMs (Key Value Measures) with relative rapidity, enabling faster response, while lagging indicators may only show changes after a long delay. Many indicators are neither intrinsically leading or lagging, but only become one or the other depending on how frequently they are measured. Thus, when revenue is measured every day, it is a leading indicator, but when it can only be measured monthly or less frequently it becomes a lagging indicator.
Question #49
The Developers have the final say on when to release an increment. (choose the best answer)
- A . True. The Developers are accountable for doing the work and owning the release process.
- B . False. The increment is released after it has passed UAT.
- C . True. The Developers deploy to production when the increment is shippable.
- D . False. The Product Owner decides when it is best to release.
Correct Answer: D
D
Explanation:
As a Product Owner, you’ll need to decide what to deliver (release) to customers/users, in what order to deliver to customers/users and when to deliver. As the value maximizer, you can only validate something is valuable, when you’ve released a Done Product Increment to customers/users, and they’ve told you that the stuff you’ve delivered is valuable.
D
Explanation:
As a Product Owner, you’ll need to decide what to deliver (release) to customers/users, in what order to deliver to customers/users and when to deliver. As the value maximizer, you can only validate something is valuable, when you’ve released a Done Product Increment to customers/users, and they’ve told you that the stuff you’ve delivered is valuable.
Question #50
Personas can help to: (choose the best answer)
- A . Formulate hypotheses about product value.
- B . Understand the needs of a set of users.
- C . Understand market potential
- D . Discover key buying triggers
- E . All of the above.
Correct Answer: B
B
Explanation:
Personas are models of the people using the system / for whom the problem is being solved. Proto-personas are best guess as to who is using (or will use) the product and why.
Personas are models of the people using the system / for whom the problem is being solved.
Proto-personas are best guess as to who is using (or will use) the product and why.
With the ongoing research, the team would quickly find out how accurate their initial guesses about the personas were. Proto-personas are a collection of heuristics and intuition presenting an opportunity to articulate the target audience, their needs, and behaviors. They ultimately represent what the teams thinks of its users. The team can adjust the persona and the design as needed. The proto-personas are sketched on paper using a hand-drawn quadrant.
B
Explanation:
Personas are models of the people using the system / for whom the problem is being solved. Proto-personas are best guess as to who is using (or will use) the product and why.
Personas are models of the people using the system / for whom the problem is being solved.
Proto-personas are best guess as to who is using (or will use) the product and why.
With the ongoing research, the team would quickly find out how accurate their initial guesses about the personas were. Proto-personas are a collection of heuristics and intuition presenting an opportunity to articulate the target audience, their needs, and behaviors. They ultimately represent what the teams thinks of its users. The team can adjust the persona and the design as needed. The proto-personas are sketched on paper using a hand-drawn quadrant.
