PASS GUARANTEED QUIZ 2025 PASS-SURE SCRUM ADVANCED PSPO-II TESTING ENGINE

Pass Guaranteed Quiz 2025 Pass-Sure Scrum Advanced PSPO-II Testing Engine

Pass Guaranteed Quiz 2025 Pass-Sure Scrum Advanced PSPO-II Testing Engine

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Scrum Professional Scrum Product Owner II Sample Questions (Q77-Q82):

NEW QUESTION # 77
Which of the following would likely be the least effective way to enhance the agility of your future product development?
(choose the least effective approach)

  • A. Clearly understand the producer, buyer/consumer relationship.
  • B. Form a holistic view of how the customer sees your product.
  • C. Lean on your organizational efficiency and existing architecture to build your product
  • D. Consider whether there is a significantly large enough market for your product.

Answer: C

Explanation:
aligned to the current organization.
Explanation:
1: As a Product Owner, you need to embrace agility and empiricism in your product development. This means that you should be able to inspect and adapt your product based on feedback from the market, customers, users, and stakeholders. You should also be able to experiment and learn from your failures and successes. To do this, you need to have a flexible and adaptable product architecture that can support frequent changes and new features. You also need to collaborate with your Scrum Team and other teams in the organization to deliver value incrementally and iteratively. Therefore, leaning on your organizational efficiency and existing architecture to build your product aligned to the current organization is the least effective way to enhance your agility. This approach can limit your innovation, creativity, and responsiveness to the changing needs and expectations of your customers and users. It can also create silos, dependencies, and conflicts within and across teams, and reduce the quality and value of your product.
Reference:
Professional Scrum Product Owner™ II Certification
Evolving the Agile Organization
Managing Products with Agility


NEW QUESTION # 78
A "cone of uncertainty" can be used to do what?
(choose the best answer)

  • A. Rapidly identify and prioritize all uncertainties.
  • B. Visualize the uncertainty of the potential value that a Scrum Team delivers over time.
  • C. Represent the relative level of difficulty for predicting the velocity of individual team members.
  • D. Determine whether to cut quality, similar to the "Iron Triangle" of project management.

Answer: B

Explanation:
A "cone of uncertainty" is a graphical representation of the evolution of the amount of uncertainty during a project. It shows that at the beginning of a project, there is a high degree of variability and unpredictability in the estimates of the scope, cost, time, and value of the product. As the project progresses, more information and feedback are gathered, and the uncertainty decreases, reaching zero when the product is delivered and validated. A "cone of uncertainty" can be used to visualize the uncertainty of the potential value that a Scrum Team delivers over time, and to guide the empirical process of inspection and adaptation. By using a "cone of uncertainty", a Scrum Team can:
Align the expectations of the stakeholders and customers with the reality of the complex and dynamic environment.
Avoid making premature or unrealistic commitments based on inaccurate or incomplete estimates.
Embrace change and experimentation as opportunities to learn and deliver more value.
Inspect the actual value delivered and the feedback received, and adapt the product vision, strategy, and backlog accordingly.
Forecast the range of possible outcomes and the level of confidence for each Sprint and release.
The other options are not valid uses of a "cone of uncertainty". A "cone of uncertainty" does not represent the relative level of difficulty for predicting the velocity of individual team members, as velocity is a measure of the amount of work done by the whole Scrum Team, not by individuals. A "cone of uncertainty" does not rapidly identify and prioritize all uncertainties, as uncertainties are not always known or quantifiable, and may change over time. A "cone of uncertainty" does not determine whether to cut quality, similar to the "Iron Triangle" of project management, as quality is not a variable that can be traded off in Scrum, but a non-negotiable aspect of the Definition of Done and the value proposition of the product.
References:
Professional Scrum Product Owner II Certification
Managing Products with Agility
Cone of Uncertainty - Wikipedia


NEW QUESTION # 79
The DISC is a model that divides behavior into four personality types: -Dominance - People with the D style tend to be direct, firm or even forceful. They value taking action and getting results and generally are competitive. -Influence - People with the I style tend to be outgoing, enthusiastic and generally are optimistic in nature. Like the D style, they like to take action and are more collaborative than competitive. -Steadiness - People with the S style tend to be patient and accommodating. They enjoy stability and much like the i style tend to be collaborative and enjoy being helpful. -Conscientiousness - People with the C style are usually analytical and reserved. Similar to the S style, they prefer stability, but their priority on accuracy will cause them to challenge assumptions.
What would be the best way when approaching a stakeholder with a mostly Dominant trait? (choose the best two answers)

  • A. Providing him/her with options.
  • B. Build empathy and ask him/her for advice.
  • C. Convince him/her to escalate the problems.
  • D. Offering him/her solutions

Answer: A,D


NEW QUESTION # 80
The smallest product Increment that is valuable enough to release is one that:
(choose the best answer)

  • A. Fixes at least one defect.
  • B. Adds a new feature.
  • C. Delivers a single new or improved outcome.
  • D. Delivers all "must do" Product Backlog items.

Answer: C

Explanation:
Explanation
The smallest product Increment that is valuable enough to release is one that delivers a single new or improved outcome for the customers or users of the product. This is because the outcome is the ultimate measure of value, not the output or the features1. An outcome is a change in behavior, attitude, or situation that results from using the product2. An outcome can be achieved by delivering a single feature, fixing a defect, or improving an existing functionality, as long as it meets the Definition of Done and the Sprint Goal3.
Therefore, the best answer is A.
The other options are not correct because:
* B. Adds a new feature. This is not a sufficient condition, as a new feature may not deliver a valuable outcome if it is not aligned with the product vision, the customer needs, or the market conditions4.
* C. Fixes at least one defect. This is not a necessary condition, as a defect may not affect the value of the product if it is minor, rare, or irrelevant to the customer5.
* D. Delivers all "must do" Product Backlog items. This is not a realistic condition, as the Product Backlog is a dynamic and emergent artifact that changes based on feedback, learning, and discovery. There is no fixed set of "must do" items that can guarantee the delivery of value.
References: 1: Outcome vs. Output, 2: What is an Outcome?, 3: The Definition of Done, 4: Feature vs. Outcome, 5: Defect vs. Value, : The Product Backlog


NEW QUESTION # 81
As an investor or shareholder, which of the following measures might give you insight about whether a product is delivering value?
(choose all that apply)

  • A. Market Share.
  • B. Revenue per Employee.
  • C. The weekly velocity of the Developers.
  • D. The average selling price as compared to close competitors.
  • E. Product profitability.

Answer: A,B,D,E

Explanation:
A, B, C, and D are correct because they are all measures of the value that a product delivers to the customers and the organization1. Revenue per Employee indicates the efficiency and productivity of the product development2. Market Share shows the competitive advantage and customer satisfaction of the product3. The average selling price as compared to close competitors reflects the perceived value and quality of the product4. Product profitability measures the financial return and viability of the product5. E is incorrect because the weekly velocity of the Developers is not a measure of value, but a measure of output and capacity. Velocity does not indicate whether the product is meeting the needs and expectations of the customers and the stakeholders.


NEW QUESTION # 82
......

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