PSPO-I Professional Scrum Product Owner (PSPO I) Exam Question and Answers

• 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

 These are the best answers because they ensure that security concerns are addressed in a transparent and consistent way. By adding security criteria to the Definition of Done, the Scrum Team can make sure that every Increment meets a high standard of quality and security. By creating Product Backlog items for specific security concerns, the Scrum Team can prioritize and plan them in collaboration with the Product Owner and stakeholders. References:

• Scrum Guide, page 14: “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, page 15: “The Product Backlog is an emergent, ordered list of what is needed to improve the product.”

 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”

The Scrum Master should talk to the IT manager and explain that progress in Scrum comes from inspecting an Increment at the Sprint Review. This is because:

• The Scrum Team is self-managing and does not need to report to anyone outside the team1.
• The Sprint Review is an event where the Scrum Team and the stakeholders collaborate on the product and inspect the Increment2.
• The Increment is a concrete and usable outcome of the Sprint that provides a measure of progress and value delivery3.
• The IT manager can attend the Sprint Review as a stakeholder and provide feedback on the product and the process4.

References:

• Scrum Guide, page 7, section “The Scrum Team”
• Scrum Guide, page 13, section “Sprint Review”
• Scrum Guide, page 10, section “Increment”
• Scrum Guide, page 14, section “Sprint Review”

It is not true that the Product Owner makes sure the correct stakeholders are invited to the Sprint Retrospective. They might have important instructions for team improvements. This is because:

• The Sprint Retrospective is an event where the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. The purpose of the Sprint Retrospective is to plan ways to improve quality and effectiveness.
• The Sprint Retrospective is an internal event for the Scrum Team only. It is a safe and confidential space where the Scrum Team can openly and honestly reflect on their strengths and weaknesses, and identify actions to improve their performance and collaboration.
• The stakeholders are not invited to the Sprint Retrospective. They do not have a say in how the Scrum Team works or what they should improve. The stakeholders can provide feedback and suggestions to the Scrum Team in other events, such as the Sprint Review or the Product Backlog refinement sessions.
• The Product Owner is a member of the Scrum Team who 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 does not make sure the correct stakeholders are invited to the Sprint Retrospective. They might have important instructions for team improvements. This would violate the self-management and autonomy of the Scrum Team and undermine their trust and empowerment.

References:

• [Scrum Guide], page 18, section “Sprint Retrospective”
• [Scrum Guide], page 7, section “The Scrum Team”
• [Scrum Guide], page 17, section “Sprint Review”
• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 10, section “Product Goal”

Scrum

The two primary ways a Scrum Master helps a Scrum Team work at its highest level of productivity are by facilitating Scrum Team decisions and by removing impediments that hinder the Scrum Team12. The Scrum Master is a facilitator and a coach, helping the team remove impediments and facilitating team decisions12. This enables the team to focus on their work and maintain their productivity12.

 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 need a Sprint Goal because it gives them a common yet specific goal to focus on during the Sprint. 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 Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
• The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.
• The Developers need a Sprint Goal to align their efforts and collaborate effectively as a team. The Sprint Goal helps them prioritize and optimize their work based on value and impact. The Sprint Goal also helps them cope with uncertainty and complexity by providing a clear direction and a shared purpose.

Other options, such as a Sprint Goal only giving purpose to Sprint 0, Sprint Goals being not valuable, or a Sprint Goal ensuring that all of the Product Backlog items selected for the Sprint are implemented, are not valid reasons why the Developers need a Sprint Goal. 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 7, section “Developers”
• [Scrum Guide], page 10, section “Definition of Done”
• [Scrum Guide], page 10, section “Increment”

• False: Product Owners do not have to specify complete acceptance criteria for a Product Backlog item before the Developers can select the item in Sprint Planning.
• Acceptance criteria are a set of conditions that a Product Backlog item must satisfy to be considered “Done” and acceptable for delivery.
• Acceptance criteria are not mandatory in Scrum, but they can help the Product Owner and the Developers to clarify the expectations and requirements of a Product Backlog item.
• Acceptance criteria can be added or refined by the Product Owner at any time, but they should be clear and testable before the Sprint starts.
• The Developers can select a Product Backlog item in Sprint Planning based on their understanding of its value, scope, and complexity, as well as their capacity and skills. They can also collaborate with the Product Owner to define or refine the acceptance criteria during Sprint Planning. References: Scrum Guide, Section 3.4 (The Product Backlog), Section 5.1 (Sprint Planning), and Section 6.4 (The Increment)

The metrics that will help a Product Owner determine if a product is delivering value are customer satisfaction and time to market. This is because:

• Customer satisfaction is a measure of how well the product meets the needs and expectations of the customers5. It reflects the value proposition of the product and the feedback from the users.
• Time to market is a measure of how quickly the product can be delivered to the market. It reflects the agility and responsiveness of the Scrum Team and the ability to deliver value early and often.

Other metrics, such as productivity, velocity, and percentage of scope implemented, are not directly related to value delivery. They may indicate how efficiently or effectively the Scrum Team is working, but they do not necessarily reflect how valuable or desirable the product is for the customers or stakeholders.

References:

• Professional Scrum Product Ownerâ„¢ Training, page 5, section “Product Value”
• Professional Scrum Product Ownerâ„¢ Training, page 6, section “Product Vision”
• Professional Scrum Product Ownerâ„¢ Training, page 7, section “Product Backlog Management”
• Professional Scrum Product Ownerâ„¢ Training, page 8, section “Release Management”
• Professional Scrum Product Ownerâ„¢ Training, page 9, section “Business Strategy”
• Professional Scrum Product Ownerâ„¢ Training, page 10, section “Stakeholders & Customers”

Scrum does not require that the Product Owner must use any of the following items:

• Burndown chart: A burndown chart is a graphical representation of work left to do versus time. It can be used to track progress and forecast completion dates of projects or Sprints. However, it is not mandatory or prescribed in Scrum. It is one of the possible techniques that a Product Owner may use to monitor and communicate product development.
• Feature burn-up: A feature burn-up chart is a graphical representation of features completed versus time. It can be used to track progress and forecast scope changes of projects or Sprints. However, it is not mandatory or prescribed in Scrum. It is one of the possible techniques that a Product Owner may use to monitor and communicate product development.
• Critical Path Analysis: Critical Path Analysis is a project management technique that identifies the sequence of tasks that must be completed on time for a project or Sprint to finish on schedule. It can be used to plan, monitor, and control complex projects or Sprints. However, it is not mandatory or prescribed in Scrum. It is one of the possible techniques that a Product Owner may use to manage product development.
• Project Gantt chart: A project Gantt chart is a graphical representation of tasks, dependencies, durations, and milestones of a project or Sprint. It can be used to plan, monitor, and control complex projects or Sprints. However, it is not mandatory or prescribed in Scrum. It is one of the possible techniques that a Product Owner may use to manage product development.

Therefore, the correct answer is none of the above.

References:

• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 11, section “Product Backlog”
• [Professional Scrum Product Ownerâ„¢ Training], page 8, section “Release Management”

• 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 work to make sure Product Backlog items conform to the Definition of Done is done by the Developers. This is because:

• The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
• 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 “Done” means for any Product Backlog item that is selected for a Sprint.
• The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.

Other options, such as the Product Owner, the Quality Assurance Team, the Scrum Team, or the Scrum Master, are not responsible for making sure Product Backlog items conform to the Definition of Done. They may have different roles and accountabilities in Scrum, but they do not do the actual work of creating a “Done” Increment.

References:

• [Scrum Guide], page 7, section “Developers”
• [Scrum Guide], page 10, section “Definition of Done”
• [Scrum Guide], page 7, section “The Scrum Team”

• A product’s success is measured by the impact it has on the customers, the business, and the market. Different products may have different success criteria and metrics, depending on their vision, goals, value proposition, and target audience. However, some of the common and important aspects that can indicate a product’s success are:
• The other options are not valid or relevant measures of a product’s success. They are either too subjective, narrow, or unrelated to the product’s value proposition and goals. They are:

References:

• Product Success: https://www.productplan.com/glossary/product-success/
• Customer Satisfaction: https://www.agilealliance.org/glossary/customer-satisfaction/
• Cost: https://www.investopedia.com/terms/c/cost.asp
• Revenue: https://www.investopedia.com/terms/r/revenue.asp

Multiple Scrum Teams working on the same product do not have to have the same Sprint start date. The Scrum Guide does not prescribe any synchronization of Sprints across multiple teams1. However, it is recommended that the teams align their Sprint cadence and duration, and coordinate their dependencies and integration through a shared Product Backlog, a common Definition of Done, and frequent communication2. This way, the teams can deliver a coherent and valuable product Increment every Sprint[3][3].

References:

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

2: Managing Products with Agility, Scrum.org, accessed on December 16, 2023

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

The Product Owner does not make sure the Developers select enough from the Product Backlog for a Sprint to satisfy the stakeholders. The Developers are the ones who determine how many Product Backlog items they select for a Sprint, based on their capacity and the Sprint Goal1. 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 is accountable for maximizing the value of the product and the work of the Developers, and for managing the Product Backlog[3][3]. The Product Owner does not have the authority to tell the Developers how much work they should do, as this would violate the principle of self-management4.

References:

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

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

[3][3]: The Scrum Guide, November 2020, p. 6

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

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

Correct Answer: True

Explanation: Dependencies are relationships between Product Backlog items that affect their order of implementation. For example, a Product Backlog item may depend on another one to be completed first, or it may have a dependency on a third-party system or resource. Dependencies could influence how the Product Owner orders Product Backlog items, as they may introduce risks, constraints, or uncertainties that affect the value delivery. The Product Owner should try to minimize dependencies and order the Product Backlog items in a way that maximizes value and minimizes waste.

References:

• [Professional Scrum Product Owner], chapter 6: “Dependencies are relationships between Product Backlog items that affect their order of implementation.”
• [Managing Dependencies on Agile Projects]: “Dependencies can have a significant impact on the delivery of value.”

 The Product Owner must spend enough time with the Developers so that they are confident the Increment will meet the intended value. This is because:

• The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.
• The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They must inspect the Increment at the end of each Sprint and assess how it delivers value and contributes to the Product Goal.
• The Product Owner and the Developers must collaborate closely throughout the Sprint to ensure that they have a shared understanding of what they are building and why. The Product Owner must provide clarifications, feedback, and guidance to the Developers as needed to help them create a valuable Increment.
• The amount of time that the Product Owner must spend with the Developers may vary depending on the context, complexity, and uncertainty of the product development. However, it should be enough so that both parties are confident that the Increment will meet the intended value.

Other options, such as 40%, as much time as the Developers tell them to be present, or 100%, are not valid answers as they imply a fixed or arbitrary amount of time that does not reflect the actual needs and dynamics of the product development.

References:

• [Scrum Guide], page 7, section “Developers”
• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 10, section “Definition of Done”
• [Scrum Guide], page 10, section “Increment”
• [Scrum Guide], page 10, section “Product Goal”

• 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

According to Scrum.org, when splitting a large group into multiple Scrum Teams, it can be beneficial to allow the people to self-organize into smaller teams12. This approach respects the principle of self-organization, which is a key aspect of Scrum12. It allows individuals to choose the team they feel they can contribute to most effectively12. However, it’s important to note that this process should be facilitated and guided to ensure a balanced distribution of skills and capabilities across the teams12.

According to Scrum.org, the Developers own the Sprint Backlog12. The Sprint Backlog is a plan by and for the Developers1. It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal1. Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned1.

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 ideal time for refinement to take place and who should participate are the Scrum Team during the current Sprint, if they have been unable during preceding Sprints to define Product Backlog items with enough precision to begin work, and the Scrum Team on an ongoing basis, defining Product Backlog items into smaller more precise items that are ready for selection. This is because:

• Product Backlog refinement is the act of adding detail, estimates, and order to Product Backlog items. It is an ongoing and collaborative process that involves the whole Scrum Team.
• The Scrum Team should refine the Product Backlog as needed to ensure that there are enough items that are sufficiently clear and ready for selection in Sprint Planning. The amount of time spent on refinement usually varies from one Scrum Team to another, but it is recommended not to exceed 10% of the capacity of the Developers.
• The Scrum Team may also use a Sprint to refine the Product Backlog if they have not been able to do so in previous Sprints. This may happen when the product is new or complex, or when there is a significant change in the product vision or direction. However, this should be an exception rather than a rule, as it may delay the delivery of value and feedback.

Other options, such as business analysts doing the refinement work for the Scrum Team, the Product Owner doing the refinement alone in Sprint 0 or between Sprints, or handing off the ownership of the Product Backlog to someone else, are not consistent with the principles and values of Scrum. They may lead to misunderstandings, misalignment, or loss of ownership and accountability.

References:

• [Scrum Guide], page 11, section “Product Backlog”
• [Scrum Guide], page 12, section “Product Backlog Refinement”
• [Professional Scrum Product Ownerâ„¢ Training], page 7, section “Product Backlog Management”
• [Professional Scrum Product Ownerâ„¢ Training], page 8, section “Release Management”
• [Professional Scrum Product Ownerâ„¢ Training], page 9, section “Business Strategy”

The Scrum Master’s role includes coaching the Scrum Team and helping them understand Scrum practices. If the Product Owner is struggling with ordering the Product Backlog, the Scrum Master should offer guidance and support to help the Product Owner understand that the primary goal of ordering the Product Backlog is to maximize the value delivered to the customer. This involves considering factors such as business value, risk, return on investment (ROI), dependencies, and impact. The Scrum Master can facilitate this understanding and help the Product Owner apply it to the ordering of the Product Backlog items.

References: The Scrum Guide and resources from Scrum.org provide insights into the role of the Scrum Master in supporting the Product Owner and ensuring that the Product Backlog is ordered in a way that maximizes value

The main topic of discussion is the product Increment, which is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints1. The product Increment is demonstrated and inspected by the attendees, and feedback is collected to inform the next Sprint Planning12. The Sprint Review may also include other topics, such as the Product Backlog, the Product Goal, the market conditions, the budget, and the timeline, but the product Increment is the essential topic1234. The Scrum process, and how it was used during the Sprint, is not a topic for the Sprint Review, but rather for the Sprint Retrospective, which is a separate event where the Scrum Team inspects and adapts its way of working1. Coding and engineering practices are also not relevant for the Sprint Review, as they are internal aspects of the Development Team that do not affect the value of the product Increment1. Therefore, the correct answer is C. The product Increment.

The Sprint Retrospective is an event for the Scrum Team to inspect how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done1. The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness for the next Sprint2. Therefore, appropriate topics for discussion during a Sprint Retrospective are:

Identifying high priority process improvements for the next Sprint. The Scrum Team should identify the most important things that went well and the potential improvements, and create a plan for implementing some of them in the next Sprint[3][3]. This way, the Scrum Team can continuously improve their performance and deliver more value.

How the team collaborates. The Scrum Team should reflect on how they work together as a self-managing unit, and how they can enhance their skills, tools, and relationships4. This way, the Scrum Team can foster a culture of trust, respect, and collaboration.

The other options are not appropriate topics for discussion during a Sprint Retrospective, as they are either related to the Product Backlog or the Sprint Backlog, which are not the focus of the Sprint Retrospective. The order of items in the Product Backlog is the responsibility of the Product Owner, who manages the Product Backlog based on the value, risk, and dependencies of the items5. The Product Owner may seek input from the Scrum Team or the stakeholders, but the final decision is up to the Product Owner. Documenting acceptance criteria for items in the next Sprint is part of the Product Backlog refinement, which is an ongoing activity throughout the Sprint, not a specific event. The Scrum Team should collaborate on refining the Product Backlog items and adding more details, such as acceptance criteria, as they become more clear and ready for selection in a Sprint Planning.

References:

1: The Scrum Guide, November 2020, p. 14

2: The Scrum Guide, November 2020, p. 15

[3][3]: The Scrum Guide, November 2020, p. 15

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

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

 The Scrum Guide, November 2020, p. 10

 The Scrum Guide, November 2020, p. 10

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

The Scrum Guide states that “the Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints”. It also states that “at the end of a Sprint, the new Increment must be ‘Done’, which means it must be in useable condition and meet the Scrum Team’s definition of ‘Done’”. Therefore, the Scrum Team must deliver a valuable, useful Increment that meets the Definition of Done at the end of a Sprint. The other options are not acceptable, as they do not meet the criteria of being valuable, useful, or done.

References:

• The Scrum Guide, section 3.4. Increment
• Professional Scrum Product Owner I (PSPO I) Learning Path, section 2.1. The Product Owner and the Development Team
• Professional Scrum Product Owner I (PSPO I) Sample Questions, question 10

In accordance with Scrum theory, a group of 100 people should be divided into multiple Scrum Teams by understanding the product, the product vision and the rules of the Scrum framework, and then dividing themselves into teams because:

• It respects the self-organization and empowerment of the people. The people are the ones who have the knowledge, skills, and experience to create and deliver the product. They are also the ones who will work together as Scrum Teams, collaborating and coordinating their efforts. Therefore, they should have the autonomy and authority to decide how to form their teams, based on their preferences, interests, and capabilities.
• It supports the alignment and coherence of the Scrum Teams. The people should have a clear and shared understanding of the product, the product vision, and the rules of the Scrum framework before forming their teams. This can help them to align their goals and missions, to ensure that they are working on the same product and towards the same vision. It can also help them to follow the same principles and practices of Scrum, to ensure that they are working effectively and consistently.
• It fosters the collaboration and synergy of the Scrum Teams. The people should form their teams in a way that maximizes their collaboration and synergy. This can mean choosing team members that complement each other’s skills and strengths, that have good rapport and trust, that can communicate and coordinate well, and that can deliver a valuable Increment each Sprint.

References:

• Scrum Guide 2020, page 5: “Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value in each Sprint.”
• Scrum Guide 2020, page 5: “Scrum Teams are self-managing, meaning they internally decide who does what, when, and how.”
• Scrum Guide 2020, page 9: “Multiple Scrum Teams working together on a product use one Product Backlog.”
• Scrum Guide 2020, page 9: “The Product Owner is one person, not a committee.”

Sprint 0 is a term that some organizations use to describe a phase of work before the first official Sprint, where they do some upfront planning, design, architecture, or analysis1. However, this term is not consistent with the Scrum framework, which does not prescribe any pre-Sprint activities or phases2. Scrum starts with a Product Backlog that contains at least one valuable and feasible Product Goal, and enough Product Backlog items to initiate the first Sprint[3][3]. The Product Owner is accountable for maximizing the value of the product and the work of the Developers, and for managing the Product Backlog4. The Product Owner does not have any specific accountability during Sprint 0, because Sprint 0 is not a part of Scrum.

References:

1: Sprint Zero: A Good Idea or Not?, Scrum Alliance, accessed on December 16, 2023

2: The Scrum Guide, November 2020, p. 5

[3][3]: The Scrum Guide, November 2020, p. 9

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

• 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.
• The purpose of a Sprint Review is to inspect the product Increment with the stakeholders and collect feedback on next steps. The Sprint Review is a collaborative and interactive session where the Scrum Team and the stakeholders discuss what was done in the Sprint, what problems were encountered, what was learned, and what can be improved or changed. The Sprint Review also provides input for updating the Product Backlog to maximize value in future Sprints.
• The other options are not valid or relevant purposes of a Sprint Review. They are either too vague, unrelated, or incorrect. They are:

References:

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

• 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

• 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

 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.”

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 Ownerâ„¢ I Certification

A Product Owner is accountable for maximizing the value of the product that is the result of the work of the Scrum Team. However, they can delegate some of their responsibilities to others, while still remaining accountable for the work. Two of the responsibilities that can be delegated to others are:

• Attending the Sprint Retrospective. The Sprint Retrospective is an event where the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. The purpose of the Sprint Retrospective is to plan ways to improve quality and effectiveness. The Product Owner may attend the Sprint Retrospective as one of the Scrum Team members who has a stake in the outcome of the product development. However, they can also choose not to attend or delegate their attendance to someone else who can represent their interests and perspectives.
• Attending the Sprint Review. The Sprint Review is an event where the Scrum Team and stakeholders inspect the Increment and adapt the Product Backlog if needed. The purpose of the Sprint Review is to elicit feedback and foster collaboration. The Product Owner is accountable for ensuring that key stakeholders attend the Sprint Review and that they understand what has been done and what can be done next. However, they can also delegate some of their tasks to others who can facilitate or present the Increment on their behalf.

Other options, such as ordering Product Backlog items or developing and communicating the Product Goal, are not responsibilities that can be delegated to others by the Product Owner. They are essential accountabilities that only the Product Owner can perform.

References:

• [Scrum Guide], page 6, section “Product Owner”
• [Scrum Guide], page 18, section “Sprint Retrospective”
• [Scrum Guide], page 17, section “Sprint Review”
• [Scrum Guide], page 11, section “Product Backlog”
• [Scrum Guide], page 10, section “Product Goal”

• In Scrum, there is only one product and one Product Backlog for a given product. The Product Backlog 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 Backlog is ordered by the Product Owner based on the product vision, goals, and value.
• Having multiple Product Backlogs for one product would create confusion, duplication, inconsistency, and waste. It would also make it harder to align the Scrum Teams and the stakeholders on the same product direction and priorities. Therefore, a Product Owner with multiple teams working on one product should not maintain separate Product Backlogs for each team.
• 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.
• In some cases, when there are multiple Scrum Teams working on one product, it may be necessary to have some form of scaling or coordination mechanism to ensure alignment and collaboration among the teams. However, this does not mean that there should be multiple Product Owners or Product Backlogs. Instead, there should be ways to facilitate communication, feedback, integration, and transparency among the teams and with the Product Owner. For example, some frameworks or practices that can help with scaling Scrum are Nexus, LeSS, SAFe, or Scrum of Scrums.

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Nexus: [1]
• LeSS: [2]
• SAFe: [3]
• Scrum of Scrums: [4]

• The Developers are the people in the Scrum Team who 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 Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done is used to assess when work is complete on the product Increment.
• The amount of work required of the Developers to complete a Product Backlog item selected during the Sprint Planning depends on the Definition of Done. The Definition of Done may vary from one Scrum Team to another, depending on the context and domain of work. However, it must be consistent within one team. If there are multiple Scrum Teams working on one product, they must share a common Definition of Done. If there is an organizational standard for a Definition of Done, all Scrum Teams must follow it as a minimum.
• The Developers must ensure that each Product Backlog item they complete during a Sprint meets the Definition of Done. This means that they must perform all the necessary tasks and activities to deliver a high-quality product functionality that is usable, valuable, and potentially releasable. This may include analysis, design, development, testing, documentation, integration, deployment, or any other aspects that contribute to the quality and usability of the product.
• The other options are not valid or relevant measures for the amount of work required of the Developers to complete a Product Backlog item. They are either too vague, arbitrary, or unrealistic. They are:

References:

• Scrum Guide: https://www.scrumguides.org/scrum-guide.html
• Definition of Done: https://www.scrum.org/resources/what-is-a-definition-of-done
• Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum

The value delivered by a product can not be determined by revenue alone, because:

• Revenue is only one aspect of value, and it may not reflect the true impact or benefit of the product for the stakeholders, the users, and the society. For example, a product may generate high revenue, but also cause environmental damage, ethical issues, or customer dissatisfaction.
• Value is a subjective and relative concept, and it may vary depending on the context, the perspective, and the criteria of the evaluation. For example, a product may have different value for different segments of customers, or for different markets or regions.
• Value is dynamic and emergent, and it may change over time due to various factors, such as feedback, competition, innovation, or regulation. For example, a product may lose its value as new alternatives or solutions become available, or as customer needs or preferences evolve.

References:

• Scrum Guide 2020, page 6: “The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.”
• Scrum Guide 2020, page 11: “The Product Goal describes a future state of the product which can serve as a target for the Scrum Team to plan against.”
• Scrum Guide 2020, page 11: “The Product Owner is accountable for effective Product Backlog management, which includes … optimizing the value of the work the Scrum Team performs.”

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.

the Product Owner is responsible for refining the Product Backlog, which is an ongoing activity that can occur at any time, including between Sprints. The other options are not typical activities for the Product Owner between Sprints, as the next Sprint starts immediately after the current Sprint1, the project plan is replaced by the Product Backlog2, and the Quality Assurance is done by the Developers of the Scrum Team within the Sprint1.

1: The Scrum Guide | Scrum.org 2: What is a Product Backlog? | Scrum.org

Non-functional requirements are the criteria that define the quality, performance, security, usability, and other aspects of a product1. They are often implicit or assumed, but they are important to make visible and explicit, as they affect the value and satisfaction of the product2. One effective way to make non-functional requirements visible is to add them to the Product Backlog, which is an ordered list of everything that is known to be needed in the product[3][3]. By adding non-functional requirements to the Product Backlog, the Product Owner and the Developers can prioritize, refine, and estimate them, and make them transparent to the stakeholders4. Another effective way to make non-functional requirements visible is to add them to the Definition of Done, which is a shared understanding of what it means for work to be complete, and ensures transparency of the quality of the work done5. By adding non-functional requirements to the Definition of Done, the Developers can ensure that every Product Backlog item and Increment meets the expected quality standards, and that the work is taken care of every Sprint.

References:

1: Non-functional requirement, Wikipedia, accessed on December 16, 2023

2: Managing Products with Agility, Scrum.org, accessed on December 16, 2023

[3][3]: The Scrum Guide, November 2020, p. 6

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

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

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

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. A Product Backlog item is considered complete when it meets the Definition of Done, which means that it is usable and potentially releasable, and that it meets the quality standards set by the Scrum Team and the stakeholders2. The other options are not sufficient to determine the completeness of a Product Backlog item, as they may not reflect the actual value and quality of the product.

References:

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

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

The Scrum Guide states that “the Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint”. It also states that “the Developers can do the work of any other role on the Scrum Team, as long as accountability is met”. Therefore, the Developers on the Scrum Team should write the user documentation, as it is part of the Definition of Done and the work needed to deliver a “Done” Increment. The other options are not acceptable, as they violate the Scrum values of commitment, focus, and respect, and they create dependencies, delays, and waste.

References:

• The Scrum Guide, section 2.2. Developers
• Professional Scrum Product Owner I (PSPO I) Learning Path, section 2.3. The Product Owner and the Definition of Done
• Professional Scrum Product Owner I (PSPO I) Sample Questions, question 12

The Scrum Team membership should change as needed, but not too frequently, as it may affect the team’s ability to deliver value and maintain a high level of collaboration and self-organization. The Scrum Guide states that "Optimal Development Team size is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and results in smaller productivity gains. Having more than nine members requires too much coordination. Large Development Teams generate too much complexity for an empirical process to be useful."1 Therefore, the Scrum Team should consider the impact of changing its membership on its productivity and performance, and balance the need for stability and flexibility.

References:

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

• 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

 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 Product Owner does not make sure the Developers select enough from the Product Backlog for a Sprint. The Product Owner is responsible for maximizing the value of the product and the work of the Developers, but 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 should not interfere with the Developers’ work during the Sprint, but should provide feedback and guidance on the product value[3][3].

References:

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

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

[3][3]: Professional Scrum Product Owner I Certification, Scrum.org, accessed on December 16, 2023