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Professional Scrum Product Owner II認定サンプル問題と練習試験合格させます
Scrum PSPO-II (Professional Scrum Product Owner II) 試験は、Scrum フレームワークを深く理解し、スキルと知識を更に磨きたいプロダクトオーナー向けに設計された上級レベルの認定試験です。この試験は、Scrum トレーニングと認定プログラムを提供する業界をリードする Scrum.org によって提供されています。PSPO-II 認定は、業界で最も求められる認定資格の1つであり、世界中の組織に認められています。
質問 # 29
An effective Product Owner must:
(choose the best answer)
- A. Ensure that every stakeholder need is met.
- B. None of the above.
- C. Ensure that the team is as productive as possible.
- D. Be the "expert" opinion for all Product Backlog items.
- E. Be the single point of contact for all stakeholders.
- F. All of the above.
正解：B
解説：
Explanation
None of the options given are accurate descriptions of what an effective Product Owner must do. According to the PSPO II resources, an effective Product Owner must12345:
* Develop and communicate a clear and compelling Product Goal that aligns with the organization's vision and strategy.
* Manage the Product Backlog by refining, ordering, and prioritizing items that deliver value to customers and users.
* Collaborate with stakeholders and the Scrum Team to understand their needs, expectations, and feedback.
* Empower the Scrum Team to make decisions and self-organize around the Sprint Goal and the Product Backlog items.
* Experiment and validate assumptions using empirical evidence and data.
* Optimize the value of the product and the work of the Scrum Team.
* Continuously inspect and adapt the product and the process based on the outcomes and feedback.
References:
* 1: The Scrum Guide
* 2: Product Owner Learning Path
* 3: Product Owner Competencies
* 4: Evidence-Based Management
* 5: Product Strategy
質問 # 30
True or False: Max, a new Product Owner, is unsure about the types of requirements acceptable on a Product Backlog. He supposed that the Product Backlog should contain only a list of necessary features for a Product. The Developers should manage other types of requirements as Performing Requirement and Fixes. They are not the Product Owner's concern.
- A. False, the Product Backlog also contains the following types: - Stability requirements, - Performance requirements, - Documentation, - Fixes - Product Functionality
- B. The Product Backlog should be the single source of truth for all the work
- C. Yes, Max's idea is correct.
正解：B
質問 # 31
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. Visualize the uncertainty of the potential value that a Scrum Team delivers over time.
- D. Represent the relative level of difficulty for predicting the velocity of individual team members.
正解：C
解説：
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.
Reference:
Professional Scrum Product Owner™ II Certification
Managing Products with Agility
Cone of Uncertainty - Wikipedia
質問 # 32
The Developers have struggled to get all of their forecasted work done during the last three Sprints. As a Product Owner what steps could you take to help the Developers improve their ability to deliver a done Increment?
(choose the best two answers)
- A. Add more people to the team so they can get more done.
- B. Ask the Scrum Master to help the Developers learn techniques for improving their ability to forecast work.
- C. Ensure that all Developers are top performers.
- D. The Product Owner can spend more time with the Developers.
正解：B、D
解説：
= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to collaborate with the Developers and the Scrum Master to ensure that the Product Backlog is clear, ordered, and refined, and that the Sprint Goal and the Sprint Backlog are aligned with the product vision and strategy. You also need to provide feedback and guidance to the Developers throughout the Sprint, and to inspect and adapt the product based on the Sprint Review and the stakeholders' input.
One of the challenges that the Developers may face is to forecast the amount of work that they can complete within a Sprint, and to deliver a potentially releasable Increment that meets the Definition of Done. This requires the Developers to have the skills and the tools to estimate the complexity and the effort of the Product Backlog items, to plan and manage their work effectively, and to adhere to the quality standards and the technical practices that enable them to build a valuable and usable product increment.
To help the Developers improve their ability to deliver a done Increment, the Product Owner can take the following steps:
Ask the Scrum Master to help the Developers learn techniques for improving their ability to forecast work. The Scrum Master is accountable for establishing an environment where the Developers can work effectively, and for coaching the Developers on self-organizing and cross-functionality. The Scrum Master can also help the Developers to apply empirical process control, to use various estimation methods, to monitor and visualize their progress, and to inspect and adapt their plan based on the Sprint Backlog and the Sprint Burndown Chart.
The Product Owner can spend more time with the Developers. The Product Owner can support the Developers by clarifying the Product Backlog items, providing the acceptance criteria, explaining the customer needs and the business value, and answering any questions that the Developers may have. The Product Owner can also participate in the Sprint Planning, the Daily Scrum, and the Sprint Retrospective, to share their insights, expectations, and feedback, and to collaborate with the Developers on creating and refining the Sprint Goal and the Sprint Backlog.
The other options are not the best steps to take, because they either do not address the root cause of the problem, or they may have negative consequences. Ensuring that all Developers are top performers may not be realistic or feasible, and it may also create a culture of blame or competition, rather than collaboration and learning. Adding more people to the team may not necessarily increase the productivity or the quality of the work, and it may also introduce communication and coordination challenges, as well as additional costs and risks. Reference := Scrum Guide, Understanding and Applying the Scrum Framework, Managing Products with Agility
質問 # 33
When should the Product Owner update the project plan? (choose the best answer)
- A. The Product Backlog is the plan in Scrum. It is updated as new information and insights emerge.
- B. Scrum forbids having a project plan.
- C. After the Daily Scrum to ensure an accurate daily overview of project progress.
- D. Before the Sprint Planning to know how much work will have to be done in the Sprint.
正解：A
質問 # 34
What type of indicator does value become if it is measured infrequently? (choose the best answer)
- A. A Lagging indicator
- B. A Leading indicator
正解：A
質問 # 35
An organisation has a large number of products and is unsure about how to allocate funding across the products.
Which of the following is the best way for them to proceed?
- A. Let the Finance Director decide
- B. Allocate funding evenly based on the revenue share for each product
- C. Fund small incremental changes for each product and measure outcomes and repeat
- D. Allocate funding equally across all products
正解：C
質問 # 36
Which two measures can help a Product Owner evaluate how much impact is being delivered? (choose the best two answers)
- A. How many items the team is delivering per Sprint.
- B. How many Story Points is completed per Sprint.
- C. How much of the scope has been delivered versus what was planned.
- D. How frequently your deliveries are being used.
- E. How satisfied the customers are
正解：D、E
質問 # 37
What is TRUE about the Stakeholder's role in Scrum? (choose the best answer)
- A. The Head of Product represents the Stakeholder needs and is the point of contact for product requirements
- B. Only the Developers can engage with the Stakeholders
- C. The Business Analyst (Subject Matter Experts) is responsible for engaging with the Stakeholders and collecting requirements for the Product Owner
- D. The Product Owner is responsible for engaging with the Stakeholders, but can be delegated
- E. The Scrum Master schedules all stakeholder interactions.
正解：D
質問 # 38
What might indicate to a Product Owner that they need to work more with the Scrum Team?
(choose the best answer)
- A. People frequently leave the Scrum Team.
- B. The Increment presented at the Sprint Review does not reflect their expectations.
- C. The acceptance criteria for the Product Backlog items do not appear to be complete.
- D. They are not working full time with the Scrum Team.
正解：B
解説：
* Option D is the best answer because it indicates that the Product Owner and the Scrum Team are not aligned on the vision, goals, and value of the product. The Product Owner is responsible for maximizing the value of the product and the work of the Scrum Team1. Todo so, the Product Owner needs to work closely with the Scrum Team, communicate the product vision, provide clear and valuable Product Backlog items, collaborate on the Sprint Goal, and inspect and adapt the product based on feedback23.
If the Increment presented at the Sprint Review does not reflect the Product Owner's expectations, it means that there is a gap between what the Product Owner wants and what the Scrum Team delivers.
This gap can lead to waste, rework, dissatisfaction, and missed opportunities. The Product Owner should work more with the Scrum Team to ensure that they have a shared understanding of the product and its value proposition, and that they deliver Increments that meet the Definition of Done and the acceptance criteria45.
* Option A is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. People may leave the Scrum Team for various reasons, such as personal, professional, or organizational factors. While the Product Owner should care about the well-being and motivation of the Scrum Team members, and try to foster a positive and collaborative environment, the Product Owner is not accountable for the people management or the team composition1. The Scrum Master is more likely to address the issues that cause people to leave the Scrum Team, such as impediments, conflicts, or dysfunctions.
* Option B is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The Product Owner is expected to spend enough time with the Scrum Team to provide them with the necessary guidance and feedback2. However, the Product Owner also has other responsibilities, such as engaging with stakeholders, customers, and users, managing the Product Backlog, validating the product value, and aligning the product strategy with the business goals12. The Product Owner does not need to work full time with the Scrum Team, as long as they are available and accessible when needed, and they empower the Scrum Team to make decisions and self-organize .
* Option C is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The acceptance criteria for the Product Backlog items are the conditions that must be met for the items to be considered done and valuable. The Product Owner is accountable for defining and communicating the acceptance criteria to the Scrum Team1. However, the
* Product Owner can also collaborate with the Scrum Team and the stakeholders to refine and clarify the acceptance criteria, and to ensure that they are aligned with the Definition of Done and the Sprint Goal .
The acceptance criteria for the Product Backlog items may not appear to be complete at the beginning of the Sprint, but they can be refined and updated throughout the Sprint, as long as they do not change the scope or the value of the items. The Product Owner should work with the Scrum Team to ensure that the acceptance criteria are clear, testable, and valuable, but they do not need to work more with the Scrum Team just because the acceptance criteria are not complete at a certain point in time.
References:
* 1: Product Owner Accountabilities
* 2: Product Backlog Management
* 3: Product Value
* 4: Product Vision
* 5: Sprint Review
* : Scrum Master Accountabilities
* : Stakeholders & Customers
* : Business Strategy
* : Definition of Done
* : Product Backlog Refinement
* : Sprint Planning
* : Sprint Backlog
質問 # 39
Which of the following are preferred stances of the Product Owner? Select all that apply
- A. The Collaborator
- B. The Business Analyst
- C. The Visionary
- D. The Decision Maker
- E. The Founder
正解：A、C、D
質問 # 40
How much of the Sprint Backlog must be defined during Sprint Planning?
(choose the best answer)
- A. Just enough tasks for the Scrum Master to be confident in the Developer's understanding of the Sprint.
- B. All of the potential work. Sprint Planning is not over until 100% of the work is identified and estimated.
- C. Just enough to understand design and architectural implications.
- D. Enough so the Developers can create a forecast of what they can do during the Sprint.
正解：D
解説：
Explanation
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 Goal1. The Sprint Backlog is a forecast by the Developers about what functionality will be in the next Increment and the work needed to deliver that functionality into a
"Done" Increment2. The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum2. 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 Goal2. The Sprint Backlog is not a commitment to deliver a fixed scope of work, but rather a forecast of what the Developers believe they can do in the Sprint3. Therefore, the Sprint Backlog does not need to be fully defined during the Sprint Planning, but only enough so the Developers can create a realistic forecast of what they can do during the Sprint. References: 1:
Sprint Backlog, 2: The Scrum Guide, 3: Commitment vs. Forecast
質問 # 41
A team works on 4 different products, splitting their time between them because none of the products has enough work to warrant a dedicated team.
What strategy on how they use their time would potentially deliver the most value to customers over time? (choose the best answer)
- A. Either strategy will deliver the same value.
- B. Work a little on each product all the time, releasing when needed.
- C. Focus on one product at a time, release it, then move to the next product.
正解：C
質問 # 42
For the last few releases, your product's sales have not improved and not met your revenue projections.
Which measure would be most helpful in understanding the problem? (choose the best answer)
- A. Release Frequency
- B. Usage Index
- C. Lead Time
- D. Innovation Rate
正解：B
質問 # 43
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. Installed Version
- B. Market Share
- C. Release Frequency
- D. Lead Time
- E. Feature Usage Index
正解：D、E
質問 # 44
When the Product Owner is too busy to work with all of the teams in a multi-team product development effort, which strategy will help them? (choose the best answer)
- A. All of the above
- B. Communicate a clear Product Goal and delegate some activities to the Developers.
- C. Add component team Product Owners
- D. Enlist the Program Management Office to help coordinate work
- E. Assign sub-Product Owners to each Scrum Team
正解：B
質問 # 45
You started measuring product feature usage in your last release. You are surprised to learn that a sizable percentage of the features you thought were very important are never or rarely used.
Which of the following actions could you take to further evaluate this unexpected result?
(choose all that apply)
- A. Run experiments to increase your understanding of what customers find valuable.
- B. Examine whether the rarely used features solve the intended problem.
- C. Disable the features that have never been used and listen for feedback.
- D. Spend more time talking to users to identify the impact they seek.
正解：A、B、D
解説：
Option A is correct because talking to users is one of the best ways to understand their needs, goals, and pain points. By spending more time with them, you can identify the impact they seek from your product and how your features align with that impact. This will help you validate your assumptions and learn from your customers12.
Option B is incorrect because disabling features that have never been used is a risky and potentially harmful action. It may cause frustration and confusion for the users who rely on those features, or who may want to use them in the future. It may also damage your reputation and trust with your customers. Instead of disabling features, you should seek feedback from your users and understand why they are not using them34.
Option C is correct because running experiments is a powerful way to increase your understanding of what customers find valuable. By testing different hypotheses and measuring the outcomes, you can learn from your data and evidence. You can also use experiments to validate your ideas and assumptions before investing in building features5 .
Option D is correct because examining whether the rarely used features solve the intended problem is a crucial step to evaluate your product performance. You should review your product vision and goals, and assess how your features contribute to them. You should also analyze the feedback and data you have collected from your users and stakeholders, and identify any gaps or mismatches between your features and their needs .
References:
1: Product Backlog Management
2: Stakeholders & Customers
3: Product Value
4: Evidence-Based Management
5: Product Vision
6: Forecasting & Release Planning
7: [Business Strategy](https://www
質問 # 46
You are a new Product Owner brought in to fix an existing product. The product is integral to the organization's long-term vision.
When examining the issues you were able to learn that:
-The last three releases have had no positive impact on product value.
-The costs to build and maintain a release is high compared to the revenue it generates. ie Product Cost Ratio.
-The time from which the team starts working on a release to having it shipped to users is long. ie Time-to-Market.
As the Product Owner, which strategy would you pursue? (choose the best answer)
- A. Suggest cancelling the product and focus on other opportunities as the Unrealized Value is low.
- B. Focus on identifying and delivering high-value features that will gain more customers and increase revenue.
- C. Improve the team's Ability to Innovate by identifying and eliminating the waste that is creating the high cost ratios and long release cycles.
正解：C
質問 # 47
The timebox for the Sprint Review is:
(choose the best answer)
- A. 15 minutes.
- B. 4 hours for a 4-week Sprint. Usually shorter for shorter Sprints.
- C. Any length of time needed.
- D. At the end of every Sprint.
正解：B
解説：
D is correct because the timebox for the Sprint Review is four hours or less for a one-month Sprint, and usually shorter for shorter Sprints1. The Sprint Review is an event where the Scrum Team and the stakeholders inspect the outcome of the Sprint and collaborate on what to do next1. A is incorrect because the Sprint Review is not an open-ended event, but a timeboxed one that respects the attendees' time and ensures productivity2. B is incorrect because the Sprint Review is not a point in time, but a timeboxed event that has a specific purpose and agenda1. C is incorrect because the Sprint Review is not the same as the Daily Scrum, which is a 15-minute event for the Developers to synchronize their work1.
質問 # 48
Which activities will a Product Owner likely engage in during a Sprint?
(choose the best three answers)
- A. Gather information and opinions from stakeholders.
- B. Answer questions from the Developers about items in the current Sprint.
- C. Prioritize the Developer's tasks.
- D. Update the Sprint burndown chart.
- E. Run the Daily Scrum.
- F. Reorder items in the Product Backlog.
正解：A、B、F
解説：
A: Reorder items in the Product Backlog: The Product Owner is responsible for ordering the Product Backlog to maximize value12.
B: Answer questions from the Developers about items in the current Sprint: The Product Owner is engaged throughout the sprint, answering questions on how things are supposed to function & look4.
E: Gather information and opinions from stakeholders: Gathering information and opinions from stakeholders is a key activity for the Product Owner, as it helps in understanding the value and ordering the Product Backlog
質問 # 49
Which of the following measures might help you determine whether your product is delivering value to your customer?
(choose the best answer)
- A. The average cost of your product release.
- B. How often your customers use your product.
- C. None of the above.
- D. All of the above.
- E. The on-schedule performance of the Scrum Team.
- F. The number of "must-do" Product Backlog items delivered in a release.
正解：B
解説：
The value of a product is not determined by how many features it has, how much it costs, or how fast it is delivered, but by how well it meets the needs and expectations of the customers and stakeholders. Therefore, the best measure of value is how often and how effectively the customers use the product to achieve their goals and solve their problems. This can be assessed by using metrics such as customer satisfaction, retention, engagement, loyalty, referrals, revenue, or any other indicators that reflect the desired outcomes and benefits of the product.
The other options are not the best measures of value, because they either focus on the output rather than the outcome, or they do not reflect the customer perspective. The number of "must-do" Product Backlog items delivered in a release may indicate the scope or the quality of the product, but not necessarily the value. The average cost of the product release may indicate the efficiency or the profitability of the product, but not necessarily the value. The on-schedule performance of the Scrum Team may indicate the predictability or the agility of the product development process, but not necessarily the value. References := Professional Scrum Product Owner II Certification, Managing Products with Agility, Evidence-Based Management
質問 # 50
You work as a Product Owner for a small company and your Scrum Team employee retention rate has been falling. Data from exit interviews suggests that the Developers are:
. Frustrated by interruptions and low-value meetings.
. Feel that their work is not "meaningful."
You need to address this quickly, since the cost to train new Developers is very high in a small organization like yours.
To increase the likelihood of improving the retention rate, what additional measurements should you consider when determining improvements?
(choose the best answer)
- A. Employee Net Promoter Scores.
- B. The Innovation Rate, which is the ratio of new work to total work.
- C. The On-Product Index, the ratio of product work to total work.
- D. All of the above.
正解：D
解説：
To address the issues of interruptions, low-value meetings, and a lack of meaningful work, it is beneficial to consider a holistic approach that includes all the options provided. The Innovation Rate (A) can help understand the balance between new and routine work, the On-Product Index (B) can indicate how much work directly contributes to the product, and Employee Net Promoter Scores can provide insights into employee satisfaction and loyalty. Together, these measurements can offer a comprehensive view of areas for improvement
質問 # 51
A company wants to hire you to lead their agile transformation. They have learned about the benefits of being agile but want to know how to measure the success of the initiative.
What advice would you provide? (choose the best answer)
- A. The average team velocity will continuously improve.
- B. The improvement in customer outcomes.
- C. The level of agility is proportionate to the number of teams doing Scrum.
- D. All of the above.
- E. The number of projects delivered on-time, on-budget, and on-scope will increase.
正解：B
質問 # 52
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