PSPO-II VALID DUMPS DEMO | PSPO-II PRACTICE QUESTIONS

PSPO-II Valid Dumps Demo | PSPO-II Practice Questions

PSPO-II Valid Dumps Demo | PSPO-II Practice Questions

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To be eligible for the exam, candidates must have completed the Scrum.org Professional Scrum Product Owner course and have experience working as a product owner in a Scrum team. PSPO-II exam consists of 30 multiple-choice questions and candidates have 90 minutes to complete it. The questions are designed to test the candidate's understanding of advanced product ownership concepts, such as product vision, stakeholder management, and product backlog management. Upon passing the exam, candidates will receive the Scrum.org PSPO-II certification, which demonstrates their mastery of advanced product ownership skills and knowledge.

Scrum PSPO-II Exam consists of 30 multiple-choice questions that must be completed in 90 minutes. PSPO-II exam assesses the candidate’s understanding of advanced Product Owner concepts such as product value, stakeholder management, product backlog refinement, and optimizing the product value. PSPO-II exam also evaluates the candidate’s ability to apply the Scrum framework to real-world scenarios and make informed decisions based on the Scrum values and principles.

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Scrum Professional Scrum Product Owner II Sample Questions (Q23-Q28):

NEW QUESTION # 23
Your product's Current Value is low, and your most recent three releases have failed to improve the Current Value, but the Unrealized Value of the product is high.
* Yourproduct cost ratiois 85%, meaning that you have a very low capacity to deliver new features.
* Yourtime-to-marketis also quite long.
As a Product Owner focused on the long-term viability of your product, which strategy should you pursue?

  • A. Drop the product: since you have not been able to improve customer satisfaction, it is better to focus on some other opportunity.
  • B. Focus on identifying and delivering high-value features with the limited capacity you have, trying to win customers and increase revenue.
  • C. Seek out and eliminate the sources of waste to improve your Product Cost Ratio and Time to Market, building a foundation for future innovation.

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The scenario describes a product withlow Current Valueandhigh Unrealized Value, meaning that while the product is not currently delivering significant value, there is potential for substantial improvement.
Additionally:
* A high product cost ratio (85%)means that a large portion of revenue is being consumed by operating costs, leaving little room for new development.
* A long time-to-marketsuggests inefficiencies in the development and delivery process, preventing rapid iteration and improvement.
Given these conditions, thebest long-term strategy is to address the underlying inefficiencies before attempting to innovate.
Analysis of Answer Choices:
* Option A: Drop the product(Incorrect)
* Abandoning the product is premature, as theUnrealized Value is high.
* High Unrealized Value indicates potential customer demand or market opportunity that has not yet been tapped.
* A Product Owner should first explore ways to unlock that value before considering discontinuation.
* Option B: Improve efficiency by eliminating waste(Correct)
* Addressing inefficiencies inproduct development, delivery, and cost structureis a fundamental step before attempting new innovations.
* By reducing waste, improving operational efficiency, and lowering costs, the teamcan free up resources to invest in new high-value features.
* Scrum and Agile emphasize continuous improvement-optimizing processes enables faster, more cost-effective feature development in the future.
* Option C: Focus on high-value features despite inefficiencies(Incorrect)
* While prioritizing high-value features is important, thelack of capacity and long time-to-market would limit the effectiveness of this strategy.
* Without firstimproving efficiency, the product will continue to struggle with slow delivery, high costs, and missed opportunities.
Key Scrum and Agile Principles Supporting This answer:
* Continuous Improvement: Scrum promotes regularinspection and adaptationto optimize processes and eliminate waste.
* Sustainable Development: Focusing on long-term product viability requiresfixing systemic inefficienciesbefore pursuing new growth.
* Empirical Process Control: Decisions should be based on data; the data here suggests inefficiencies are a major blocker to success.
Conclusion:
Thebest approach is to first improve efficiency by eliminating waste, reducing costs, and accelerating time- to-market. Once the team has built a solid foundation, they can thenfocus on innovation and unlocking the Unrealized Value of the product.


NEW QUESTION # 24
Organizations should reduce their investment in a product when the product's:
(choose the best answer)

  • A. Current Value is very low.
  • B. Unrealized Value is very large.
  • C. None of the above.
  • D. Current Value is very high.
  • E. Unrealized Value is very small.

Answer: E

Explanation:
Unrealized Value is the value that could be realized by meeting all potential needs of the customer or user1. It represents the opportunity for growth and innovation. When the Unrealized Value of a product is very small, it means that the product has reached a saturation point in the market, and there is little room for improvement or differentiation. Investing more in such a product would not yield much return, and might even cannibalize the Current Value of the product, which is the value delivered to the customer or user today1. Therefore, organizations should reduce their investment in a product when its Unrealized Value is very small, and focus on other products or opportunities that have higher Unrealized Value


NEW QUESTION # 25
A "cone of uncertainty" can be used to do what?
(choose the best answer)

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

Answer: D

Explanation:
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 thata 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 # 26
Which of the following measures might help you determine whether your product is delivering value to your customers? (choose the best answer)

  • A. How often your customers use your product.
  • B. The number of "must-do" Product Backlog items delivered in a release.
  • C. The average cost of your product release.
  • D. None of the above
  • E. All of the above.
  • F. The on-schedule performance of the Scrum Team

Answer: A


NEW QUESTION # 27
Which of the following statements are valid when scaling the Product Owner role? (choose all that apply)

  • A. Each Product has a Product Owner
  • B. There is only one Product Backlog for each Product
  • C. The Product Owner role can be scaled by delegating responsibilities to the Developers.
  • D. Large Product efforts require multiple Product Owners.

Answer: A,B,C


NEW QUESTION # 28
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